Questions

"I'm looking at hiring a very large search firm to recruit on my open position and this firm also specializes in technology.  You're saying that hiring you is better than hiring a 50+ recruiting firm for my senior-level assignment. I would think that their size can be an advantage for giving me access to a larger pool of talent."

There is a common misconception in the world of executive search that finding people is the toughest part of our business.  It's not.  Delivering them is.  Finding the candidate has nothing to do with how large the fishing net is.  The real core competency of top performing recruiters is 'bringing them in the boat'.  It's getting that candidate who is on the fence to open up, consider a change, and then be delivered to your office on their start date.

Plus, there are many ethical and successful search firms which have offices full of competent technology recruiters.  And because these firms are ethical, they cannot recruit anyone at all from their client companies for at least a year or even longer.  If they make just one placement with a company, then every employee in all of their offices is hands-off.  So it is because of the very nature of their size and success that your candidate pool is actually limited. 

"I've only dealt with contingency recruiters and am reluctant to pay a fee up front. Why should I do this?"

First, it's all about getting the job done.  How much accountability do you have when you don't pay someone up front? None.  That's why a contingency recruiter's loyalty is to the placement that has the highest likelihood of closing the quickest, and that may not be your assignment. 

Second, the perception of your position and company is higher if presented by a retained recruiter.  If you wish to reach those candidates who are hesitant about taking calls from 'headhunter' about the job of the week, then a professional call from a search practitioner who has been exclusively retained by your company can sometimes be all it takes to get that superstar fence-sitter to send in his or her resume.

Third, because a retained recruiter is given assignments exclusively, you don't have four recruiters from different firms calling the same finite talent pool over and over again.  If this happens, then your company is perceived as weak and not able to find anyone, all because they are getting calls from several recruiters about the same position. It dilutes the potency of your company's opportunity.

"Your fees are higher than what I've paid in the past.  Usually I've paid twenty-five percent. Why should I pay such a high fee?"

The fact that we are on the higher end of the spectrum is exactly why you should work with our firm.  You get what you pay for. If you can hire exceptional talent for less, you should do it.  But it's an economic impossibility.  Top-notch performers are worth a full fee and everyone knows it, especially your proactive competitors.  Our niche doesn't serve the entire market, only those companies that are ready to hit the next level and have budgeted properly for it.  Typically, when you hire a top performer, you are indeed paying a higher fee, but you usually get a quicker and longer return on that investment, and when it comes to running a business, the ROI is where you keep your focus. 

"I'm considering hiring you or another recruiter.  Both you and this other recruiter are telling me that you can bring me good people.  How can you do it? What separates you from this other recruiter I'm considering?"

I believe that the single most important core competency of a recruiter is to open the mind of a superstar who, five minutes before the call, wasn't even considering making a move.  It's all in how I make first contact. I believe that people can pick up on a phony over the phone in about sixty seconds or less, and that authenticity can never be faked.  People can pick up on the intentions of a complete stranger on a subconscious level, and when people listen to me on the phone, they usually can pick up on the fact that I only want to do what is in their best interests.  It all goes back to values. 

My core values as a recruiter are:
Integrity and honesty.
Win/Win Business Scenarios.
Relationships with Authenticity.

Because of this, the relationships that I build with a prospective candidate are built quickly and effectively.  I can push through the barriers of resistance by developing authentic and sincere rapport with a complete stranger very quickly.   I can get them to the next step, the next step, the next step, and finally to your office on their start date.  And when it comes to recruiting, moving the candidate forward so that they willingly follow is what it's all about.

"I can't tell you how many times I've given the search to a recruiter and hear from him 90 days later that he's done all he could and that he's no longer working on my assignment.  I need this position filled.  What's your track record?"

With some larger firms, you have no idea which recruiter works your search or how new they are to recruiting.  Your critical search may become the training ground to teach a well-intentioned rookie the search business. You have no idea what sort of memorable impression they are making about your organization to the limited marketplace of candidates.  With my firm, because of the boutique nature of my practice, I am personally involved in every search, every step of the way.  From the research to first contact to closing the deal...everything.  As a result, I have a 100 percent track record of finding candidates who fit the specifications of every retained search that I have ever conducted.

"I've had recruiters put people in the front door while taking them out of the back door. What's your 'hands off' policy?"

I do not actively recruit from companies who fit in the following criteria:
They are a current client and I am actively recruiting on their behalf.
I have placed someone within their organization within the past 24 months.
I like them and want to keep the door open for future search work.

"What sort of guarantee do you offer?"

If the candidate quits, is fired for cause, or dies within the first 90 days of employment, then I will replace him or her.  This is a conditional guarantee and is dependent upon prompt payment by the client.