Tag: hiring

This is Why You’re Not Finding the Right Candidates When You Hire

The emergency call usually comes in when a botched executive search has escalated to a crisis situation. The search has typically been going on for nine months or longer as a big brand search firm cycled through subpar candidates who were unemployed, available and convenient leftovers from previous searches. Or the search firm was sending candidates with horrible culture fit who couldn’t pass the airport test. My team gets called in to rescue that search gone bad when the CEO has had enough and is ready to invest in another process to achieve a greater result.

Large firms are interested in going a mile wide and an inch deep. They are spread too thin and have many encumbrances and restrictions that keep them from pursuing the absolute best talent. Large firms also struggle to create the genuine relationships and meaningful engagement that a more nimble boutique firm is capable of. They will often have junior recruiters doing the heavy lifting. By doing this, big search firms operate a lower quality search and frequently fail to engage top candidates with the opportunity you created.

This happens because most recruiters still believe it’s acceptable to perform Level 2 Recruiting. Level 1 and Level 2 Recruiting consist of broadcasting openings and relying on a blunt, passive search process. Level 2 Recruiting relies specifically on referrals and networks to find candidates who are available and convenient.

There is a better way of recruiting — an elite, special forces approach — and that is Level 3 Recruiting™. Level 3 is a refined selection process of precision extraction to secure the top 1% of A+ executive leaders. Each search for a leadership position must be conducted with a fierce drive to find the ideal candidate. This means caring deeply about not only finding the right person, but communicating with and listening to that person. It means presenting a powerful, irresistible argument to convince that candidate to leave his or her great job. Most top leaders are not between jobs, waiting for the phone to ring. They’re already engaged in something they find interesting. An elite headhunter capable of Level 3 Recruiting can get top candidates out of an existing state of mild happiness, assess their core competencies and core values to ensure culture fit, and then secure them in a fantastic new role — one where they are uniquely qualified to succeed.

For more information visit www.DaveCarvajal.com

What CEOs Get Wrong About Recruiting & How to Break Out of the Box

CEOs often set out to make an executive hire because they’re in some kind of pain. They might be missing a key player on the team or a person doing the role right now is failing — and it’s affecting everything from performance metrics to relationships with board members. Recruiting the right leader can put an end to that pain or add to it, depending on the quality of the hire. All this pressure can lead an employer to feeling trapped. When you don’t have options, it’s easy to get into a scarcity mindset — a mindset that actually limits your ability to recruit and hire the best candidates.

There are two sides of the table in every hiring process. Masterful recruiting requires understanding the mindset on each side of the table. As a CEO, recognizing and understanding the mindset with which you are approaching the hiring process is crucial if you want to optimize results and find candidates who are uniquely qualified to succeed at your organization.

Much of the pain that a CEO or employer experiences prior to making an important hire has to do with the need for someone to step in and execute the functional role. As the CEO, you might have had to step into the role yourself, on top of running a hiring process and putting out the day-to-day fires that come with running a business in high-growth mode.

And when the need for someone to come in and help you execute functionally is the most palpable thorn in your foot, you’re prone to committing one of the worst hiring mistakes a CEO can make. Because what you’re feeling most intensely is the need for someone who can get things done in the functional role, you might find yourself placing the highest priority on technical chops in the search process.

Technical chops are undeniably important. Keep in mind that candidates with extraordinary skills must be able to perform those skills within a team so that the organization — not just the individual — soars.

To break out of the typical employer’s scarcity mindset, pay close attention to the other defining characteristics that are of huge importance in a hiring decision — core values, unique proven experience, leadership gravitas, agility, biases and critical thinking.

Organizational culture and the human aspect of work are undervalued, even though they are major determinants of your team’s ability to realize the company’s greater purpose. Its impact might not be as glaring as an empty desk in the office, but an organization’s culture is like a strong immune system and it will squeeze out those that are harmful to the greater body.

In reality, the biggest factor determining the success or failure of a leader at any company is a core values match between his or her personal DNA and the cultural DNA of the organization. Culture fit accounts for 60% of a candidate’s ability to build enterprise value within a company. Core competencies, hard skills and technical acumen, are responsible for just 20% of success. Core competencies ensure that a candidate can excel within a role; a core values match ensures that candidates can help you achieve your mission and the vision for the organization.

For more information visit www.DaveCarvajal.com

How CEOs and Board Members Can Make the Best Hire Together

Often times, performance improvement hinges on making an important executive hire that is necessary to fill a key gap in your team. When teams begin to consistently miss their KPIs, MBOs and other metrics, the consequences of low performance fall squarely on the shoulders of the CEO.

Achieving high-growth at a startup is difficult, and it can be an even bigger feat to sustain the same level of growth as a company matures. Series B funding comes with greater expectations for founders and CEOs. Boards can easily decide that in this pivotal moment, given the performance metrics or lack thereof, it may also be time for that dreaded conversation about a succession plan or an immediate replacement plan.

So what can you do as a CEO when you’re in the midst of a turnaround plan or have already launched an executive search and the board is worried about continued deterioration in performance?

First, understand that when any board expresses this concern to the CEO, what they really mean is, ‘You better make something happen fast.’ The hard truth is that they’re not talking about your team’s failure to perform, they’re talking about your failure in leadership performance. And if you’re incapable of solving this problem as a leader, you might have reached the end of your tenure.

Making the right or wrong executive hire in this situation can be your saving grace, or give the board more reason to give you the boot.

The weight of this pressure on a CEO can unfortunately make a hiring process all the more difficult. Board members might want to step into operating roles, make introductions and suggest potential candidates to fill the role. This is well-intentioned, and occasionally seems like a promising idea. As a CEO, you feel obligated to meet those candidates and the feeling is awfully similar to being set up on a blind date by a friend who means well but doesn’t fully understand what your wants and needs are.

These kind of referrals still limit you to Level 2 Recruiting — a blunt, passive recruiting strategy based on referrals, networking and candidates that are leftover from other searches or unemployed (often with good reason). If you end up hiring the person the board recommended and it doesn’t work out — as CEO, you’re still the one responsible for the whole mess.

The biggest factor determining the success or failure of any CEO is his or her ability to recruit and hire well. And when something as important as an executive search — and potentially your own position in an organization — is on the line, you want to make sure that the job is done with mastery.

Rather than you or your board members dabbling in recruiting and using up the precious time and energy you need to drive your team’s performance, bring in the right expert — not just someone referred by the board. Partner with someone who has built companies like yours before, who understands core competencies and culture fit and can elevate your search to Level 3 Recruiting™. Level 3 Recruiting™ is about precision extraction and a refined selection process that secures the top 1% A+ executive leaders.

This collaborative process is the best way CEOs and boards, especially in the midst of intense pressure or even in a crisis situation, can make sure they make the best hire.

For more articles and information visit www.DaveCarvajal.com