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Stanford
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Stanford
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Stanford
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Stanford
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The
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Stanford
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The
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Stanford
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The
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Stanford
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The
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Stanford
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The
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Stanford
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The
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Stanford
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The
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Stanford
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The
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Stanford
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Stanford
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The
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Stanford
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The
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Stanford
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Stanford
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Stanford
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Stanford
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Stanford
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Executive Search - to find and recruit the best possible candidates for specific positions. Special Referencing - of potential new employees not recruited via Stanford Lucerne. Management Audits – interviews with, and briefings on, a management team. EXECUTIVE SEARCH – FROM START TO FINISH Recruiting a senior executive is a task shared by the Consultant and the Client. Every recruitment will have different drivers, and different needs in terms of timing. A recruitment can be completed very fast if necessary. But for a comprehensive search to find the best possible candidates, it generally takes a minimum of 2 months before negotiations with the selected candidate are finalised. In a constantly changing marketplace, and working with clients for whom frequent internal changes are part of life, the Consultant and Client are in constant communication to exchange information and adjust as necessary. In broad terms, however, the executive search process followed at Stanford Lucerne will include the following steps: 1) Understanding the client Extensive consultation with the client enables the consultant to develop a full understanding of the client organisation, its culture, its strategies, and the background to the position. 2) Defining the position, and the person Working with the client, and contributing our own perspective on the situation drawn from our experience in the marketplace, we draw up an agreed description of the position, its objectives, responsibilities, reporting relationships and opportunities for the future. Then we develop a profile of the ideal candidate for that position. 3) Plan of action, and original research A timetable is agreed with the client, and a strategy mapped out covering the countries and the types of organisations where the search should initially be focused. Most potential candidates are identified in one of two ways: by our researchers, who produce the names of people in targeted organisations through their current positions; and through our extensive network of contacts across a wide range of industries, including our proprietary database. 4) Approaching potential candidates The consultant who has worked with the client from the initial briefing stage then approaches these potential candidates by phone to ascertain which ones might have the necessary background, and the appropriate career and personal circumstances, for this to be a possible fit. At the same time the consultant is able to answer questions from a direct and personal knowledge of the client company. 5) Interviewing and evaluating qualified candidates Interviews are scheduled with qualified and interested candidates at times and in locations that are convenient to them. The interviews allow ample time to assess performance, motivation, aspirations and personal qualities. They are also an opportunity to provide the candidate with further insight into the role and the company, and to gather the essential details needed to fully inform the client. 6) Presenting a shortlist Full written profiles are developed on recommended candidates, and discussed with the client either in a meeting or over the phone. A shortlist will generally be a selection of around four candidates who best match the position and the organisational culture. We will have verified educational and professional qualifications, and current remuneration. We also do some informal early-stage referencing when it is possible without putting candidate confidentiality at risk. 7) Arranging client/candidate interviews In most cases it is best for the initial client/candidate interviews to be scheduled over one or two days. This allows the client easily to compare the candidates, and to ensure they are informed reasonably quickly of decisions on further action. Occasionally it is appropriate for the consultant also to attend these initial meetings. Afterwards we de-brief both client and candidates on their respective reactions and concerns, provide feedback, and act as a sounding board for the client in reaching a decision. 8) Liaising during further meetings with the client group Appointments at a senior level generally require further familiarisation on both sides before an offer can be made. Some clients have specific recruitment procedures involving psychometric testing – or alternatively request that we arrange psychometric testing on their behalf. 9) Assisting in negotiations This is a particularly sensitive period, and there are times when a final agreement is reached only after delicate manoeuvring through financial, career and personal agendas. As an intermediary, the consultant provides market knowledge and experience of remuneration packages in all their possible complexities, and at the same time acts as an invaluable "buffer-zone" while these issues are worked out. Ultimately, the consultant aims to ensure a "win-win" employment agreement. 10) Thorough referencing Once an agreement in principle has been reached, conversations with both formal and informal referees are aimed first at establishing the facts, but also at gaining yet further insight into the new member of the client team. A full written report is made available to the client, including a summary of the broad conclusions. When requested by the candidate, an outline of these conclusions is provided for them – but only in a format that fully protects the confidentiality of the referees. 11) Feedback to other interested parties Throughout the search process the consultant will have kept people informed as much as practicable, and remained always available to answer questions. At this stage of formally closing the search the consultant ensures that everyone involved knows that the search is completed. 12) Follow-up The consultant maintains regular contact with both client and candidate to check that the relationship is working and performance meets expectations. SPECIAL REFERENCING
At times a client has need for referencing as a discrete service. This typically occurs when an employer is exploiting an opportunity to recruit someone they already know, and whose talents and experience they need. Alternatively it could be used after (and occasionally before) a new company acquisition, to provide an angle of information on, and enhanced understanding of the management team. Full formal referencing can only be done with the agreement of the person concerned. A recent example: An employer wanted to bring on board a former colleague from several years previously. Agreed in-depth referencing allowed for: - the opportunity to ask the probing questions that tend not to be asked by acquaintances; - a fuller understanding of how the individual had developed in the years since they had worked together, and a broader understanding of the individual's capabilities beyond what happened to be evident in the previous working environment; - an objective, external report which provided credibility with the rest of the management team. The Referencing Process 1) Agreeing referencing objectives These could range from simply checking facts through to gaining a full understanding of what past experience shows an individual needs to perform at their best. Frequently there are certain aspects a client particularly wishes to explore. Generally speaking the referencing interviews will be aimed at identifying: - actual roles and reporting structures, dates and remuneration; - perceived strengths and weaknesses, in terms of both capabilities and personal qualities; - relationship issues, at all levels in and outside the organisation; - personal habits, and any personal issues an employer should be aware of. 2) Telephone interviews Depending on the exact requirements, the consultant is likely to have telephone conversations with the individual's: - current immediate reporting superior, and one or two previous ones, preferably from previous employment; also any others who would have specific knowledge or insight given the reporting structure in practice rather than "on paper"; - one or more current colleagues, and possibly one or two from previous employment; - probably one or more current and/or past subordinates. 3) Written report The client receives a summary of each conversation, analysis of the implications, and a summary of conclusions to be drawn from the full range of different opinions.
Successful organisations pay considerable attention to the calibre and attributes of the senior management team. Occasionally it is useful to take stock, using objective, independent assessment to add to the information provided through internal procedures. It is particularly appropriate at times of flux, as for example - a change at the top of the organisation; - mergers and acquisitions; - major restructuring. The Management Audit Process 1) Agreeing the parameters In consultation with the client, a format is designed which will meet the specific objectives; this will include who should be included in the audit, both as individuals to be assessed and as sources of information. 2) Management interviews Using expertise developed in the course of executive search, including an understanding of the qualities that are necessary to have an impact at top management level, the consultant will meet with the designated members of the management team and explore issues such as experience, qualities, capabilities, motivations, personal circumstances and possibly developmental needs. Where psychometric testing is recommended or requested, the consultant will arrange for this, and include the results in the concluding report. 3) Internal and external referencing Adding the perceptions of current and/or past colleagues, or other business contacts can fill out the understanding of each individual concerned. This is carried out as agreed in the initial programme design. 4) Reporting the conclusions Individual profiles, consolidating the information and perceptions gained from various sources and including summaries of 'Pros' and 'Cons' in relation to the organisation and its needs. Where requested, specific recommendations on the most effective deployment of the talent and experience available within the organisation.
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