How do you define a hard-to-fill role in executive search?

I've found that speaking to all the decision-makers and not just HR is key. The job description is the starting point but the final decision is usually based on culture fit.

Definition of the role goes far beyond the JD. Candidly, many JDs become a dry HR formality instead of providing a snapshot into an organization's culture, values and growth plan. By engaging with executive teams pre-search to co-formulate a clear vision of the journey that the business needs to go on to achieve the desired future state you can dramatically decrease fill time and improve length of tenure for new executive hires. In my experience, best fit candidates aren't put off by challenges but are often attracted by the opportunity to have a tangible impact on the desired results.

To source candidates effectively, it's crucial to define the job role clearly, considering skills, qualifications, responsibilities, and culture fit. Beyond the traditional job description, involving all decision-makers is vital, as culture fit often decides the final choice. Start by outlining key objectives for the candidate to achieve in 2-3 years. This guides the selection of relevant skills and experience, avoiding unnecessary limitations. Using a competency dictionary helps identify the top 3-5 leadership skills supporting these objectives.

We advise to start by defining the key objectives the candidate has to accomplish in 2-3 years to be considered super successful. That helps to be super specific with the required skills and experience that's relevant for the job and helps to avoid listing irrelevant things that would limit the candidate pool unnecessarily. Finally, we advise using a competency dictionary to select top3-5 leadership skills that would support achieving those objectives.

Engaging in conversations with our leaders and proposing the idea of a group or live sourcing session, even if it's just for 30 minutes, would allow us to gain deeper insights into the specific qualities we should seek in candidates. Additionally, such discussions are likely to address numerous questions and eliminate any lingering uncertainties.

I always ask for their "Must haves" and "would like to have". Especially in the IT world. There are many programs out there that are a lot alike. A candidate could easily transition from one to another, with the ok from the company. Much easier this way to know exactly where there thoughts are at. And I always like to speak to the Hiring Manager, not an HR Rep. I am an Executive Search Firm owner!

I found that speaking and building relationships with the line managers is key, and that the line managers buy into the role not just the HR or Finance team. Having clear instructions about the company, team, culture, role, job description and the interview process is also key to ensure a smooth onboarding process for the candidate. The first 12 months of a candidate joining any business is crucial for sustainability and to feel valued will bring a good return on your companies investment.

At leadership level job descriptions and job adverts are in most cases extremely vague, generalist and vanilla in content. Most candidates in a leadership or executive search process won't digest the job description. Instead they are interested in the story of the role, the leader and the company.

Think of the job brief more as a novella on the outcome of this hire, rather than a generic company profile description and box ticking of required skills and background. Paint a picture that can be visualised in the readers' mind, one they could picture themselves delivering on. Create intrigue and always leave the reader wanting to know more. This can only be achieved when you have really got under the bonnet of the hire, the client and the clients' culture and understood why your potential audience should consider leaving their current role for the one they are reading.

If the role is challenging, but the hiring manager shows flexibility, there's always a way. This is the part that usually does not get the attention it deserves. As a consultant, you have to help the hiring manager putting together a job that fits the market. USP of role and of the company are important.

LinkedIn is without a doubt an incredibly useful and potent tool when it comes to recruiting. It can really help to connect you with some of the very best talent available. However, there are many other reliable and effective channels to identify and engage highly accomplished individuals who may not necessarily market themselves on LinkedIn. For example, reviewing attendees of relevant conferences and events can really lead a head-hunter in the direction of some of the best and most progressive-thinking potential candidates out there. In short, be creative with the 'search' part of the process and you will definitely maximise your chances of identifying and engaging with the people your client expects to see on the short-list.

Crunchbase is an fantastic untapped resource when it comes to executive staffing research - especially for CEO searches where you can target previous acquisition history within a CEO's portfolio.

There is nothing more challenging and exciting for a recruiter than "hard-to-fill roles". The best candidates are there to be found, and it is up to us to discover the best way to find them. There are so many in LinkedIn (of course) but sometimes they are not as active as they should be as they are not looking for opportunities. So you have to be ready to dig into your network and ask for referrals, check on groups of professionals. Dont miss a good search on google, congress speakers, AI, Facebook, or Instagram may help, but the most important part of it is to remember that you only have 1 chance to impress this candidate when you ring them. So be ready for a good fight and jump into it! Have a nice week everybody. L

For those working in an internal executive recruiting function, understanding the candidate persona (through candidate journey mapping) for your most common executive roles can help your team make better decisions about how sourcing channels are utilized. For example, you may learn that the Managing Partner talent pool for your company is best engaged through working through a 2nd degree connection. Or for a Principal consultant, they pay more attention to job postings in XYZ sites than LinkedIn InMails.

Use multiple channels to find such people Some suggestions that worked for me are: 1- boolean searches 2- expos and events 3- xray competitors and client's contacts 4- Google maps 5- insta searches 6- buddy referrals 7- resume books from universities

A diversificação dos canais amplia a exposição da oportunidade a um conjunto mais amplo de profissionais qualificados, aumentando as chances de identificar candidatos excepcionais para funções desafiadoras. A utilização eficaz de vários canais de sourcing não apenas otimiza a busca, mas também fortalece a abordagem adaptativa necessária para preencher posições executivas complexas e altamente especializadas.

Relationship driven recruiters can build faster slates than purely transactional recruiters. If you set out to know your candidates when they're first sourced by you or referred to you, spend true time with them, then their names will pop into your head when hearing the details of new roles. Transactional recruiters look at keywords and search the basic boards which is why senior leaders sometimes get contacted about developer jobs. Build your network one relationship at a time with a focus on help people "make career moves" - not "change jobs."

Ask the hiring manager! Sometimes they have someone in mind but they can't approach them for non compete/confidentiality reasons. On the other hand, it's still really good to ask this question conversely: "Is there anyone you DON'T want me to approach" - in very niche markets like mine, reputation sometimes precedes the person.

One of the most underrated channels is asking recommendations from the candidates you speak who are not interested. Additionally, Blue Steps from AESC and Gated Talent could be good sourcing channels.

adopt a diversified sourcing strategy- This means exploring niche job boards, industry publications, and professional associations to tap into specialized talent pools. Attending events and leveraging alumni networks can also yield promising leads. Utilizing social media platforms, blogs, podcasts, and webinars to showcase our employer brand will attract passive candidates who resonate with our values. Lastly, leveraging our network, client referrals, and candidate database will provide valuable recommendations. This multifaceted approach maximizes our chances of identifying and engaging top talent for these challenging roles.

Building trust and relationships with executive candidates is an art that requires a blend of empathy, active listening, and personalization. Start by understanding the candidate's needs, wants, and aspirations, acting as a career consultant rather than a transactional recruiter. Offer personalized information tailored to their interests and expertise. By demonstrating genuine care and commitment to their professional growth, recruiters forge strong connections and establish credibility with executive candidates.

One of the most important things a Search Consultant must do is build relationships and trust with their clients. You must work to create a mantra of trust between you, the brand you represent, and your team colleagues, with your clients or potential clients. Credibility is everything in this business, and probably the only thing that will be with you forever. Let your clients know your process, speak clearly and with real facts, and offer what you can do. Express your opinion, and no matter what, leave your recruitment suit at home and dress your consultant clothes proudly. We're here to help, we're here to succeed. We're here to find the best and unique profiles for our clients, but also to find the perfect home for our candidates.

Estabelecer uma conexão genuína com potenciais candidatos pode ser o diferencial na busca por talentos difíceis de encontrar. Construir confiança através de comunicação aberta e transparente ajuda a atrair e manter o interesse dos candidatos ao longo do processo.

Candidate trust is built with the consistent demonstration - often over years - of empathy for a candidates' wider situation, technical understanding of their role, being able to clearly show the path that other executive leaders have trodden to reach the candidates' aspiration point and the ability to deliver difficult to hear feedback.

Your interview teams need to bring the same mentality and behaviors into the process to support maturing trust throughout a candidate's journey with your company.

In my experience it helps to be genuine and interested in the candidate, and be human! Take the time to get to know the candidate and what they're looking for in a job. Ask them questions about their background, their interests, and their goals. This will show the candidate that you're genuinely interested in them and that you're not just going through the motions.

Having been on both sides of the relationship multiple times, I can not say enough about the need for timely, consistent, and reciprocal communication. Top recruiters stand out for acknowledging receipt of inquiries, responding in a timely way, and being as transparent as possible about the position, timeline, etc. Unsurprisingly, it is no different the other direction. Candidates that are self-effacing but fully disclose motives and interest, are quick to reply, and are always prepared for interviews and screening calls become trusted quality candidates for the present and the future.

Ao construir uma relação de confiança, os recrutadores conseguem compreender mais profundamente as aspirações, motivações e habilidades dos candidatos, facilitando uma melhor correspondência entre suas expectativas e os requisitos da função. A transparência ao abordar os desafios da posição e as oportunidades associadas também fortalece a confiança, demonstrando uma abordagem honesta e proativa. Essa construção de relacionamentos sólidos não apenas otimiza a identificação de talentos para funções difíceis, mas também cria uma base para colaborações futuras, solidificando a reputação da companhia como empregadora de escolha no nível executivo.

Build trust through transparent communication with candidates and offer enticing incentives like flexible arrangements and competitive packages. Additionally, think creatively by engaging in events and leveraging expert networks to enhance candidate engagement and ultimately drive successful placements.

Investing the time to build relationships with top talent in your industry is key, even when they're not currently seeking a new role. Position yourself as a trusted advisor, a source of market insights, and a connector. I've seen too many executive searches flounder because the firm prioritizes a quick transaction over building long-term relationships with those key players in their niche. Tip: Create a 'Top Talent' tracker. Identify exceptional individuals in your industry and make it a point to periodically touch base, offer them valuable information, or congratulate them on their accomplishments, independent of whether you are currently recruiting for a role that's a fit.

Get creative! Asking for an off-cycle review in 6 months is a way to bridge potential compensation shortfalls. Negotiating a stock grant that's structured as a cliff vest instead of cash sign-on bonus helps the client's budget and employee retention, but appeases the candidate financial needs. If there's no employment contract, craft language from the company's severance policy and weave it into an offer letter. Clients can ask the candidate for a philanthropic cause that they want to champion inside the company which both indicates culture, but engages the candidate on a more personal level.

In my experience to fill tricky roles you have to look at it as a marketing exercise with Talent as a consumer. You then want to pull together a compelling proposition that makes sense to your target markets head, heart and wallet.

If you've built a solid relationship with both your candidate and your client, you'll be able to see where the opportunities for negotiation exist. Flexibility is fluid these days as some organizations are going back to the office and others are remaining remote. You hopefully established expectations on both sides at the beginning of the search, but if you know the commute is challenging, then ask for one week a month that is fully remote. The true difference on average is only 2 to 3 days a month, but the positive emotional and psychological aspects of "one week a month fully remote" carry weight.

A natureza complexa dessas posições muitas vezes exige uma abordagem personalizada, reconhecendo as necessidades individuais dos executivos em potencial. Isso pode envolver a criação de pacotes de remuneração competitivos e personalizados, levando em consideração não apenas o salário, mas também benefícios, bônus e outras formas de reconhecimento. Essa abordagem proativa não apenas torna a oferta mais atrativa, mas também reflete a compreensão da empresa em relação às demandas e expectativas específicas associadas às funções executivas desafiadoras.

Highlight the impact of the role. Candidates want to feel like their work is making a difference. When you're describing the role, be sure to highlight the impact it will have on the company, the team, and the customers. This will show candidates that their work will be meaningful and that they will be making a difference.

In sourcing candidates for challenging roles, consider offering flexibility and incentives to attract top talent. Understand their priorities and preferences, offering options like remote work, part-time roles, or project-based engagements. Competitive compensation, bonuses, equity, and career development opportunities can also be enticing. Highlighting the role's impact, purpose, and growth prospects further appeals to candidates seeking meaningful and rewarding positions. These strategies not only attract but also retain top talent, fostering a motivated and engaged workforce.

Outra abordagem para recrutar candidatos para funções difíceis de preencher é oferecer flexibilidade e incentivos atrativos. Compreender quais fatores influenciam seu processo de decisão e quais benefícios eles mais valorizam é essencial. Por exemplo, você pode proporcionar arranjos de trabalho flexíveis, como trabalho remoto, meio período ou baseado em projetos. Também é possível oferecer remuneração competitiva, bônus, participação acionária ou outras recompensas. Além disso, destaque as oportunidades de desenvolvimento de carreira, aprendizado e crescimento que a função oferece. Mostrar o impacto, o propósito e a visão da função e da organização também pode ser um grande atrativo.

Em funções difíceis de preencher, oferecer flexibilidade, como opções de trabalho remoto ou horários flexíveis, e incentivos adicionais, como bônus ou oportunidades de desenvolvimento, pode tornar a oferta mais atraente para candidatos qualificados.

The old-school ways can still be the best way of finding those people who aren't on LinkedIn. Targeted industry events & awards ceremonies are an excellent way to grow your referral network to enable you to reach those hard-to-reach people. When it comes to marketing roles via adverts or outreach, companies often make the mistake of talking about themselves too much "We're an award-winning, forward-thinking business" etc. Focus on the needs of the candidate, what's in it for them? What is your value proposition? What makes your role different from what they are doing at the moment?

Para preencher cargos difíceis, é necessário ser proativo e pensar fora da caixa. Isso pode incluir a busca de talentos em setores diferentes, mas com habilidades transferíveis, ou a consideração de candidatos que, com o treinamento certo, poderiam evoluir rapidamente na função.

Companies and organizations leverage search firms for the hard-to-fill roles. If every role was easy, there'd be no need for us! Search firms should constantly be on the lookout for talent. I've recruited people at the supermarket and my kid's sporting events. Wherever you interact with people, you have the chance to augment your network. With the exception of deep tech, every role has someone doing that role today. Research on industry, company, and individual levels Who are the thought leaders in that space? Is it an author? Read the reviews on their website and locate the people who wrote them. Curious learners who are generous with their time and knowledge sharing make great potential candidates!

A hard-to-fill role usually means it is difficult to find enough candidates who meet the requirements or who are interested in the role. If it is the former case, have a discussion with the hiring manager to better understand what are the absolute “must-have” requirements and what are the “good-to-have” ones. When you relax one or more requirements/constraints, you will be able to broaden the pool of eligible candidates. If the issue is talent attraction, then we need to revisit if the role has been defined in an attractive manner in the job description and this include the branding and positioning of the hiring company. Having a clear and compelling value proposition can then entice more candidates to consider the role.

Isso implica em adotar uma abordagem inovadora na identificação de candidatos, como a busca proativa em setores correlatos, a exploração de redes sociais profissionais e a participação em eventos específicos da indústria. A antecipação de desafios potenciais e a apresentação de soluções proativas durante o processo de recrutamento também contribuem para destacar a eficiência da empresa. Além disso, a personalização da abordagem, mostrando como a posição se alinha com a trajetória profissional e aspirações individuais, evidencia uma perspectiva estratégica e diferenciada.

Think long term 🚀 Nurture passive candidates. Not all candidates are actively looking for a job. However, many passive candidates are open to new opportunities if they're presented to them in the right way. Nurture passive candidates by staying in touch with them and letting them know about new job openings.

To successfully source candidates for challenging roles, embrace a proactive and creative approach. Anticipate potential hurdles and have contingency plans ready. Stay updated on market trends, talent availability, and competitors, adjusting strategies accordingly. Think innovatively, using gamification, quizzes, or storytelling to engage candidates uniquely. Experiment with new methods and adapt to feedback, ensuring your sourcing efforts remain fresh and effective. Being proactive and creative not only attracts candidates but also showcases your organization's dynamism and commitment to finding the best talent.

Filling hard-to-find executive roles is the opposite of a sit-and-wait game. Top executive search requires a proactive mindset and sometimes unconventional solutions. Don't be afraid to approach potential candidates who might not have all the traditional boxes ticked but possess raw intellect, industry adjacency, or transferrable leadership skills. Sometimes those 'diamond in the rough'-type hires become transformational leaders within the right organization. Tip: Partner with universities or specialized 'bootcamp' programs to tap into up-and-coming talent that hasn't necessarily followed a traditional career trajectory.

Finalmente, para recrutar candidatos para funções difíceis de preencher, é fundamental ser proativo e criativo. Antecipe os desafios e obstáculos que podem surgir e tenha soluções e alternativas preparadas. Monitore constantemente as tendências do mercado, o banco de talentos e a concorrência. Adapte sua estratégia e táticas de sourcing de acordo com as circunstâncias e o feedback recebido. Além disso, pense fora da caixa e experimente novas maneiras de alcançar e engajar os candidatos. Utilize gamificação, questionários, desafios ou concursos para despertar seu interesse e curiosidade. Empregue narrativa, humor ou emoção para capturar sua atenção e estabelecer uma conexão.