|
|
Hunting for the Right Head!
Adding Value With a Disciplined Search Process
By Hayes Reilly, President
Background
A medium-sized consumer healthcare company located in the Northeastern U.S. recently retained my search firm. We were asked to conduct a confidential search for a new head of supply chain for their North American business unit.
The Initial Meeting
The CEO and COO invited me to their office to discuss the key issues around this position. The CEO and COO were extremely forthcoming with information, both positive and negative, about their organization. They had come to the conclusion -- the reason my firm was called in -- that their current head of supply chain simply was not the right person for the job. While the incumbent had strong strategic planning and general business skills, this individual was not a hands-on, take-charge, make-things-happen-now type of manager. My client determined that the incumbent would move to a more suitable position in strategic planning and that an external search would take place in order to recruit the very best candidate for the position. |
|
 As the meeting continued, the CEO described the hierarchy of his company. He talked in terms of people's strengths and matching those strengths with the requirements of specific positions. My client had enough "thinkers" in the supply chain organization. For this position the company needed a "doer." During this meeting, using the feedback from the CEO and COO, I created a new "position description." We identified the core skills and personal attributes necessary to excel in the job. We identified "target companies" (companies that our firm would research and contact to identify candidates who match the position description).
The Research Process
The next step in the process was for me to review the finished position description document with our head of research. We reviewed the key attributes that this person would need to excel in the role as the head of supply chain. The most critical marching order for us was to locate and recruit someone who had demonstrated his or her ability to be a change agent.
|
Beyond going to our extensive database for candidates, we also do "fresh research." We contacted exactly 96 people directly. We targeted mid- to senior-level supply chain managers based in the NYC metro area. Being a smaller firm, we were able to contact many more qualified candidates than our larger competitors who are severely restricted due to off-limits, and blockage issues.
Within 20 days, which is Hayes Reilly Associates policy, I had another face-to-face meeting with the COO to review our 20-day report, which not only has the profiles of the finalists, but also has the feedback/comments for each of the remaining 90+ people who did not make the final cut. |
 |
Leading up to this meeting, we kept our client informed with weekly updates via e-mail and phone calls. Since Hayes Reilly Associates does not "download" the day-to-day activity of a search to a more junior associate, I was available and aware of all aspects of the search and could update the client at every stage of the search.
The Interview Process
We presented five finalists from the original pool of 96 people. The steps of the finalist presentation include a "profile" or "resume" review and then the "evaluation" review, which includes a write-up of my observations during the behavioral-based face-to-face interview. The client liked all five finalists and decided to interview the three candidates they considered to be the best. Hayes Reilly Associates leaves the final decision up to the client and gives the client the necessary information to make the right decision.
Next, our firm coordinated the interview schedule and prepared each of our candidates for the meeting. Of the three individuals the COO met with, he particularly liked one and invited him back for two more interviews with the CEO, the manufacturing head, the human resources head and a few people from the supply chain group. Hayes Reilly Associates did extensive reference, as well as background checks on this final candidate. We also contacted the other finalists to explain why they were eliminated from the process. This final individual fit very well culturally and really hit it off with the COO, his direct report. We were able to convince the candidate that our client company had the best opportunity, that is, to be head of North American supply chain for this company.
As an advocate for my client company, I presented the final offer, which after some negotiation on compensation the candidate accepted and reported to his first day on the job within three weeks. Client and successful candidate were very happy.
 The "On-boarding" Process
Thirty days after the successful candidate's start date, I made a follow-up call to both the final candidate and the client to make sure there were no major issues with either party. This is part of our "on-boarding" process. Both hiring manager and candidate were happy and excited. The COO invited me to lunch a week later and we talked further about the various business and human capital issues they were facing. He said, "This was one of the most successful searches I've ever been associated with in my 25 years of corporate experience." He also said with a smile, "The guy you placed for us into that head of supply chain position has paid for your fee in the first month, with all the money he is saving the company with his revised supplier agreements." Three months later the candidate was in fact given additional responsibility for heading up the global supply chain restructuring.
A Happy Ending
At Hayes Reilly Associates, we believe that the importance of having the right people in the right positions can never be overstated. By helping our clients to secure, build, and develop such teams, we can help produce measurable results for any organization. Hayes Reilly Associates helped this client company realize bottom-line results by placing the right person in the position. Our disciplined, proactive search process, targeting leaders with proven track records, can help your company realize its goals, too. |
|