Our Process

An In-Depth Exploration of Our Process

Executive recruitment is the cornerstone of building leadership that propels an organization toward its strategic objectives. At Willard Powell, we employ a meticulous, step-by-step process that ensures the identification, engagement, and successful placement of executive talent that aligns with your organizational vision. Below is a detailed breakdown of our executive recruitment process, designed to capture every nuance from the initial engagement through to post-hire integration.

 

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Phase 1: Preparation and Role Definition

Step 1.1: Business Needs Analysis

1.1.1 Organizational Assessment:

• 1.1.1.1 Strategic Alignment: Conduct a thorough review of your organizational strategy, goals, and challenges. This involves interviews with C-suite executives and key stakeholders to understand the strategic imperatives that the new executive must address.
• 1.1.1.2 Role Evaluation: Scrutinize the current role’s impact on your organization. Analyze the role’s historical performance, its contribution to key business metrics, and its alignment with future business objectives.
• 1.1.1.3 Departmental Input: Engage department heads and team leaders to gather input on operational challenges, cultural dynamics, and the skills needed in the new executive to drive success.

1.1.2 Internal Talent Benchmarking:

• 1.1.2.1 Internal Review: Assess current internal candidates against the role’s requirements, including performance appraisals, career progression analysis, and potential for growth. Consider whether existing employees could be groomed for the role, balancing internal promotion against external recruitment.
• 1.1.2.2 External vs. Internal Comparison: Evaluate the benefits and drawbacks of promoting from within versus hiring externally, considering factors like organizational culture, strategic vision, and potential disruption.

Step 1.2: Role Definition and Specification

1.2.1 Role Specification Document:

• 1.2.1.1 Detailed Role Description: Draft a comprehensive role specification that includes job title, reporting structure, key responsibilities, and performance expectations. This document aligns with the strategic goals of the organization and sets the foundation for the recruitment process.
• 1.2.1.2 Candidate Profile: Develop a detailed profile of the ideal candidate, including required qualifications, experience, leadership style, cultural fit, and career trajectory. This profile guides the sourcing and evaluation process.

1.2.2 Stakeholder Alignment:

• 1.2.2.1 Kickoff Meeting: Host a strategy session with all relevant stakeholders, including HR, department heads, and key team members, to ensure alignment on the role requirements and candidate profile.
• 1.2.2.2 Consensus Building: Work to build consensus among stakeholders regarding the ideal candidate’s qualifications and experience. Address any differing opinions early to prevent misalignment during the selection process.

Step 1.3: Recruitment Strategy Development

1.3.1 Internal vs. External Recruitment Decision:

• 1.3.1.1 Resource Assessment: Determine whether the internal talent acquisition team has the capacity, expertise, and confidentiality to handle the search. If necessary, decide on engaging an external search firm.
• 1.3.1.2 Search Firm Selection: If an external search firm is chosen, carefully select the firm based on industry experience, network strength, and past success rates. Boutique firms like Willard Powell are often preferred for their personalized service and deep industry knowledge.

1.3.2 Search Strategy Blueprint:

• 1.3.2.1 Market Research: Conduct preliminary market research to identify trends, salary benchmarks, and potential candidate pools. This research informs the search strategy and helps set realistic expectations.
• 1.3.2.2 Sourcing Channels: Define sourcing channels, including direct outreach, industry networks, professional associations, and online platforms. Plan for a mix of active and passive candidate sourcing to ensure a diverse and high-quality pool.

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Phase 2: Candidate Sourcing, Recruitment, and Evaluation

Step 2.1: Market Mapping and Research

2.1.1 Comprehensive Market Mapping:

• 2.1.1.1 Industry and Competitor Analysis: Conduct a deep dive into your industry and competitors to identify where potential candidates might be located. Identify key players, understand organizational structures, and map out potential talent pools.
• 2.1.1.2 Talent Pool Identification: Expand the search beyond current title holders to include individuals in adjacent roles with transferable skills and high potential. This helps in discovering candidates who might not be immediately obvious but have the right competencies.

2.1.2 Candidate Identification:

• 2.1.2.1 Initial List Creation: Develop an initial long list of potential candidates based on the market mapping. This list includes both active candidates (those currently seeking opportunities) and passive candidates (those not actively looking but open to the right offer).
• 2.1.2.2 Center of Influence Engagement: Engage with centers of influence within the industry, such as thought leaders, senior consultants, and industry experts, to gain referrals and insights into potential candidates.

Step 2.2: Candidate Engagement and Screening

2.2.1 Outreach and Initial Engagement:

• 2.2.1.1 Crafting the Pitch: Develop a tailored pitch for the role that highlights its strategic importance, organizational culture, and career growth opportunities. This pitch is used during initial outreach to engage potential candidates.
• 2.2.1.2 Direct Outreach: Begin direct outreach to candidates on the long list, prioritizing personalized communication to gauge interest and assess initial fit.

2.2.2 Screening and Shortlisting:

• 2.2.2.1 Preliminary Screening: Conduct an initial screening of interested candidates through phone or video interviews. Assess their current role, career achievements, and alignment with the role’s requirements.
• 2.2.2.2 Behavioral and Competency Interviews: Use a combination of behavioral and competency-based interviews to evaluate candidates against the role specification. Assess their problem-solving abilities, leadership style, and cultural fit.
• 2.2.2.3 Shortlist Development: Refine the long list into a shortlist of candidates who best meet the role’s requirements. Present this shortlist to the hiring manager along with detailed candidate profiles that include strengths, areas for development, and potential cultural fit.

Step 2.3: Evaluation and Selection

2.3.1 Detailed Candidate Assessment:

• 2.3.1.1 In-Depth Interviews: Arrange a series of in-depth interviews with key stakeholders, ensuring that each interview has a specific focus (e.g., technical skills, leadership abilities, cultural fit).
• 2.3.1.2 Tailored Interview Guides: Provide each interviewer with a tailored guide that includes key areas to probe, questions to ask, and a scoring system to ensure consistency in candidate evaluation.

2.3.2 Assessment Tools:

• 2.3.2.1 Psychometric Testing: Where appropriate, incorporate psychometric tests (i.e. Hogan Assessments) to gain insights into candidates’ personalities, cognitive abilities, and leadership potential. These tests add an additional layer of data to the evaluation process.
• 2.3.2.2 Case Studies and Presentations: Have candidates work on relevant case studies or presentations that simulate challenges they would face in the role. This tests their problem-solving skills and ability to think strategically.

2.3.3 Final Shortlist Review:

• 2.3.3.1 Consensus Meeting: Hold a meeting with all interviewers and stakeholders to discuss the final shortlist of candidates. Use the interview scores, psychometric results, and case study outcomes to facilitate a data-driven discussion.
• 2.3.3.2 Final Candidate Selection: Select the top candidate(s) for final consideration. Ensure there is a clear understanding among stakeholders on why this candidate(s) stands out.

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Phase 3: Offer Management and Candidate Integration

Step 3.1: Offer Structuring and Negotiation

3.1.1 Compensation and Benefits Strategy:

• 3.1.1.1 Market Compensation Analysis: Review market data and internal equity to craft a competitive compensation package. Consider base salary, bonuses, stock options, and other benefits that are critical to the candidate.
• 3.1.1.2 Non-Financial Incentives: Identify non-financial incentives, such as flexible working arrangements, professional development opportunities, and relocation assistance, which may be important to the candidate.

3.1.2 Offer Presentation:

• 3.1.2.1 Customized Offer Letter: Draft a customized offer letter that outlines all terms and conditions, including start date, reporting structure, and any special arrangements. Ensure the offer letter reflects the strategic importance of the role and aligns with the candidate’s expectations.
• 3.1.2.2 Negotiation Support: Provide negotiation support to both the candidate and the hiring manager. Prepare the candidate for potential counteroffers and advise on negotiation tactics that align with your organization’s policies.

Step 3.2: Pre-Offer Candidate Coaching

3.2.1 Resignation Strategy Preparation:

• 3.2.1.1 Resignation Counseling: Prepare the candidate for the resignation process, including potential emotional and professional challenges. Offer strategies for handling counteroffers and managing the transition smoothly.
• 3.2.1.2 Transition Planning: Work with the candidate to plan their exit from their current role, ensuring they maintain professional relationships and leave on good terms.

3.2.2 Counteroffer Management:

• 3.2.2.1 Counteroffer Education: Educate the candidate on the potential pitfalls of accepting a counteroffer, using data and case studies to illustrate common outcomes. Reinforce the advantages of joining your organization.
• 3.2.2.2 Reaffirmation of Commitment: During this phase, maintain regular communication with the candidate to reaffirm their commitment and address any concerns that arise.

Step 3.3: Onboarding and Integration

3.3.1 Onboarding Planning:

• 3.3.1.1 Customized Onboarding Program: Develop a comprehensive onboarding program that includes orientation sessions, meetings with key stakeholders, and a 90-day plan outlining key milestones and objectives.
• 3.3.1.2 Mentorship Assignment: Assign a mentor or onboarding buddy to help the new executive navigate the organizational culture, build relationships, and get up to speed quickly.

3.3.2 Post-Hire Support:

• 3.3.2.1 Regular Check-Ins: Schedule regular check-ins with the new executive, their mentor, and key stakeholders during the first 90 days to monitor progress and address any integration challenges.
• 3.3.2.2 Feedback Loops: Establish feedback loops between the new executive and the hiring manager to ensure that expectations are being met and that any adjustments can be made in real-time.

3.3.3 First-Year Success Planning:

• 3.3.3.1 Performance Review Milestones: Set clear performance review milestones for the first year, with regular feedback sessions to ensure the executive is on track to meet their objectives.
• 3.3.3.2 Leadership Development: Identify opportunities for leadership development and continuous learning to support the new executive’s growth within the organization.

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The Willard Powell executive recruitment process is designed to leave no stone unturned. Every stage is meticulously planned and executed to ensure that the right leader is not only found but also successfully integrated into your organization. Our approach ensures that each candidate is thoroughly vetted, each stakeholder is aligned, and each step is strategically managed to achieve the best possible outcome for your organization.