The Recruitment Process
1. The Briefing
Because recruitment to any position, especially an executive position, cannot be
undertaken in isolation from the structure and processes of the organisation as a whole,
we concentrate our initial attention on:
- defining the responsibilities of the position in relation to
others in the organisation, especially at the boundaries between positions
- establishing the parameters by which performance will be
- determining whether the authority given to the position will
enable the responsibilities to be discharged
- ensuring the person description matches the position
- confirming that the salary/benefits being offered match the
person and position descriptions
- understanding the organisational culture and personality
factors which will impact on the type of person who will best work in the organisation
- establishing whether additional factors, such as the
appointee's likely line of progression through the organisation, will need to be taken
into account in the assessment process.
The next stage involves determining with the client the scope and techniques of
recruitment. This involves factors such as:
- whether there are internal candidates to be considered
- the scope of the recruitment campaign - local, national or
- whether the position involves advertising or search, or a
combination of both
- reporting back to the client - establishing who in the client
organisation is to be advised of progress of the assignment; agreeing on a timetable of
- which of the client's executives will be involved in the
recruitment and hiring process
- establishing the degree of confidentiality to be observed
during the recruitment process
Advertising requires considerable care in preparing copy and placing the advertisement.
Both are checked beforehand with the client. We handle all aspects of advertising,
including copy writing, layout, campaign strategy, media placement and administration.
For senior levels of recruitment, and/or for positions calling for specialist technical
skills, executive search is the most appropriate recruitment technique.
Whether sourced by advertising, search, personal contact or any other means, all people
being considered for the position will be assessed by the following:
- A personal interview at which the individual's experience and
personal qualities are assessed in relation to the position requirements. Particular
attention will be paid, not just to the person's suitability for the position, but the
suitability of the position for the person. A miss-match either way is equally costly.
- Reference checking is conducted as a matter of routine, in
order to confirm experience, on the job work style, and abilities. Reference checking is a
complex issue, and we are aware of the importance of evaluating the competence of the
referee to make an assessment of an individual. Frequently a personal visit to the referee
- Psychological testing is conducted if required. The measures
we use can be of the traditional psychological battery type, or specially selected tests.
We find it especially useful to design (with the client) one or two examination type
questions to allow candidates to display knowledge of topics of relevance to the
After thoroughly screening and appraising candidates a short list is prepared and resumes
compiled. In today's market the short list may be very short indeed, our approach being to
refer only those candidates who match requirements - not the candidates who are just the
"best of the bunch."
The client is given a fully detailed resume which includes an account of the candidate's
employment history, personal circumstances, reference checking, and our own appraisal of
his/her strengths and weaknesses in relation to the client's position. At this stage
another consultation with clients is usually necessary to discuss reports and to prepare
for initial interviews with applicants. We are closely involved at this stage with
ensuring that negotiations proceed smoothly and, when appointed, that the appointee makes
a ready transition to his/her new employer.
We arrange interviews between candidates and client, with or without the Payne Henderson
consultant being present. During this process the client may require further clarification
or information from us.
Selection and Appointment
Once a selection is made, we are available to assist in negotiation of salary packages,
start dates, etc. After an appointee starts work with a client, we like to remain involved
in the induction and settling in process, but only if the client and the appointee wish
it. We continue to remain in contact to help monitor the appointee's performance because
this assists us to even better understand the client's needs and expectations for future
- The techniques we use to appraise outside candidates for a
client company are also used to appraise a client's existing staff - with or without their
We are called in when a client is considering internal candidates for promotion to a
particular position, to give career guidance, or to assess current performance.
We provide complete confidential reports which evaluate the individual's past employment
record, his/her abilities and potential.
- The aim of executive appraisal is to understand the person in
terms of the key characteristics which determine how well he/she can be expected to
perform in a particular position.
- Appraisal also demands a clear understanding of the nature and
demands of the position for which the executive is being appraised. This is the starting
point of the process, after which we assess the individual in terms of their:
Abilities: Does the individual
possess the abilities to actually perform the job from a "technical" point of
view; the ability to learn, ability to solve problems of the sort involved in the
position. For any managerial position, we place particular ability on establishing an
individual's ability to plan and set priorities
Character traits: Does the individual possess the character
traits required by anyone in a responsible position in any organisation?
* Perseverance * Loyalty
* Self-reliance * Leadership
* Ability to get along with others
Job motivations: An executive's needs must be met within the
position and the company he/she is being considered for.
The needs include the need:
* for income *for security
* for status *for power
* to investigate *to excel or compete
* to serve *for
* for affiliation
Energy: An executive's basic energy level is an often
overlooked factor in appraisal. Their degree of enthusiasm, stamina and vigour will affect
their performance, their leadership and their initiative. An individual must be
constitutionally strong to handle most executive roles.
Emotional maturity: Any executive role demands emotional maturity, and
we consider an individual in terms of their:
* Self esteem
* Regard for consequences
* Capacity for self discipline
* Destructive tendencies
* Wishful thinking
* Willingness to accept responsibility