Our unique search and selection process was borne out of frustration and in the knowledge that there must be a more effective way to secure the interest of the best available candidates and not rely on the simplicity of a database search or reactive advertising programmes. Reach was founded on the basis that we would target those executives that were deemed by their peers to be the industry’s finest.
A policy strictly adhered to is for the Director in charge to personally visit the client site in order to become intimately acquainted with the business. There is no geographic constraint with briefing sessions previously conducted in the Asia Pacific and EMEA regions.
This stage involves fully understanding the organizational and operational dynamics of the role sought to fill. During this phase we identify key business drivers and the associated key performance indicators. Through a detailed briefing we jointly determine the essential key competencies around which the entire recruitment process will evolve and develop. At this stage we mutually prepare a target list of organizations where the likely candidate is to be located.
We facilitate and co-manage constructive discussion and prepare the client to take advice or be challenged as this is what good partners offer. At the conclusion of what is typically a 3-4 hours discussion a briefing paper is prepared for client sign off. This reflects the understanding and acceptance gained during this critical phase and acts as the “roadmap” for the duration of the engagement. Following commencement occasionally changes occur with a revised briefing document formally presented.
Should the reader be interested in receiving a typical briefing paper we invite them to make contact. This is a comprehensive tool which our clients regularly acknowledge.
The critical search phase incorporates the gathering of selected and confidential data on the target market, in addition to those key influencers in the industry vertical under consideration. Our Managing Director draws upon his vast industry experience when formulating a particular search strategy. As this is such an important stage we do not delegate this responsibility to a more junior colleague preferring to establish rapport, confidence and trust from which to engage in meaningful and valuable dialogue.
We are truly skilled with this challenging task and have been known to secure the interest of executives that did not contemplate career change, rejecting our overtures on more than one occasion. This is clearly a key differentiator and one of several reasons for our outstanding rate of success. See our case study.
The short-listing phase involves compiling a relevant matrix of skills, experience and qualities that best fits the original briefing. This stage follows the initial selection and screening process and basically serves as a filter to eliminate those candidates not worthy of any further evaluation.
The interview is developed along structured lines and will incorporate competency-based methodology. It will take into account all the agreed and acknowledged variables documented during the briefing phase. This format is practiced by the industry’s leading consultancies and is generally adopted by those organizations conforming to “best practice” methodologies.
This process generally takes approximately three hours to complete (per candidate) and will incorporate the structured interview, a possible role play and a specific presentation that befits the requirements determined during the initial briefing.
On occasions the final short list will be invited to a further round of interviewing in order to validate known strengths or to screen for any potential weaknesses observed/determined during the preceding phase. The resultant reporting is known to be particularly relevant, concise yet detailed, much appreciated by our clients. Should the reader be interested in receiving an executive report we invite them to make contact.
We encourage the use of psychological testing and profiling to further discriminate those candidates. These tests provide a range of specific data involving intellectual capacity across a variety of mediums including verbal reasoning, numerical reasoning, abstract thinking and critical reasoning.
Additionally we screen for personality type and cultural adaptability. This is particularly useful when considering cultural issues (internal and external), the prevailing employee mix, the customer base and general interaction with known stakeholders.
This phase is often viewed with skepticism however when performed at the correct stage and with professional rigor can add considerable value to the selection process. We generally undertake reference checks prior to final client interviews.
This removes any bias and enables us to carry out this task with absolute zeal, tenacity and professional commitment. We generally undertake up to three checks and utilize the key competencies as screening.
During the “settling in phase” we engage in a structured follow up process that enables all parties to determine “suitability of fit”. This is not a once off discussion, moreover we maintain regular dialogue in order to provide to our client real value by taking into account a number of critical issues of which performance and cultural acceptance are paramount.
The transition from one organization to another is always laced with difficulty. Organizational structures vary, reporting guidelines are different, and alternate management styles are common. Some organizations allow for creativity and empower their management to make decisions whilst others adopt a more structured approach.
Being a boutique consultancy with quality outcomes driving all of our behaviours, we are often complimented by clients and candidates for the care provided post employment.