This article has been inspired by the last round of events. It is no secret that, as an agency, we directly cooperate with clients, especially with those in charge of certain endeavors. Sometimes the person ‘in charge’ is no one other than Hiring Manager, at other times, we reach out to the client’s HR department. Here, seeking to better the world around us, a thought, or rather a question, popped into my head – how can executive search specialists become value-added to the client’s operating Talent acquisition team?
Understanding of client’s company is the key to an effective cooperation. But for the value-added to be achieved, it is necessary to fully grasp how company’s business units operate first. Then we should identify and understand the problems that can be resolved with our help; not only should we focus on the nature of the problem but also on its cause. We need to become acquainted with company’s strategic objectives and direct our attention to where we might help. Such approach promotes long-term business relations between strategic parties, and among the whole business line as well.
Unfortunately, clients perceive cooperation with agencies as a costly endeavor, tagging it as the most expensive form of recruitment. They turn to agencies only when everything else fails, in hope of saving the day. Seems reasonable enough, however, companies very rarely take into account the efforts put to waste or delays in delivering processes and projects that otherwise could be avoided by turning to executive search specialists straight away. Hiring specialists, who efficiently execute talent acquisition, are noticeably more cost-effective for the company.
Consultants can be considered as a value-added for another reason. While internal recruitment team comprehends its enterprise and has some understanding of the business, an external consultant keeps a bigger perspective on the field and the supported organization. Better understanding of the market and the field in which we operate, let us adequately choose and apply ideas to develop our business. This approach must be recognized by any consultant, since this is what makes him a strategic partner.
We should be aware that internal recruiters tend to idealize internal applicants or to judge those outside of the firm less objectively. External consultants can fully direct their efforts at acquiring new talents for the company, objectively assessing candidates in terms of their competencies, company fit and overall suitability for the role in question. Consultants can be considered a value-added for the company not only for their vast field knowledge, but also for their expertise on other companies in the same field and trade. Unlike internal recruiters, they can strongly convince the passive candidates to become involved in a company. A candidate alone cannot establish a relation with the company, for strong business relations take long to build. For this he needs a consultant, who can use his already well-established connections, formed during his past engagements.