I want it all !!!
“Je veux tout” (I want it all) is the title of an Ariane Moffat song that nicely symbolizes today’s social reality. Candidates want it all, right now. People want the best person available and at the lowest cost. As I have already often discussed how to manage candidates, I will now talk about your clients, both internal and external. This can put the recruiter between a rock—market realities—and a hard place—the manager’s expectations. Most clients who use an external recruiting firm expect it to handle the assignment quickly, and are increasingly demanding as to the quality of the approach and service delivery. And rightly so, because this is what sets the amateurs apart from the pros. It becomes a little tricky when not only do they require high quality standards, but also expect a lower price from their supplier. They are looking for more flexibility on fees and terms, and more extended geographic coverage domestically and abroad.
External recruiters are increasingly asked about their ability to reach international candidates. Recently, a client asked us to headhunt candidates in the U.S., Europe and even Asia, while we were at it. In theory, the idea of seeking out the best talent—regardless of where it is located—is great. But in practice, this is simply not realistic for all levels of candidates. With the exception of scientists, researchers, engineers, top financial professionals and other candidates with specific, hard-to-find expertise, let’s be honest. Unless you are looking for a CEO or other top executive, how likely is your recruiter to find your gem of a young manager with seven to ten years’ professional expertise who wants to settle down in Quebec? There are of course exceptions to the rule. Each year, I recruit this type of candidate, and my clients are very satisfied. In most cases, however, the candidates involved are expatriate Quebecers with whom I have maintained relations or have contacted via social networks and succeed in bringing back to the fold at just the right time.
The problem lies in managing expectations. Recruiters with or without a network of partner firms abroad can turn the planet upside down in their search for the perfect candidate. CEOs, directors of research and leading global expertise in a specific field—yes, but a young team leader, lost in the crowd—no. Such an initiative is akin to looking for the proverbial needle in a haystack. Despite your recruiter’s expertise, his or her networks and willingness, success is a matter of luck. Note that some people have built up a niche expertise in specific fields or geographic areas, and succeed in attracting talents. But even they will not accept all assignments and focus on building their expertise and their network in a specific pool of talent.
The other issue is fees. Yes, I can see you raising your eyebrows. . . headhunters and their exorbitant fees! Why should fees be the same for a local assignment and one that requires combing an entire continent? Why have large international executive search firms refused to take on such an assignment because it “didn’t fit into their search standards?” Their fees are in fact excessively high for mid-level recruiting, so it makes no sense to consider them for this level. The final word is to be realistic in managing expectations.
Everything has a price, and you have to choose between having your cake and eating it too. A coffee with that?
Nathalie Francisci, Adma, CRHA
Executive Vice-president
at Mandrake Groupe Conseil