2. Search/Executive Recruitment
Industry
 Dates back to employment agents & pressgangs.
 Executive recruitment has operated in NZ since
about 1963.
 Mixture of global and local brands - generally
lower profile brands at search level.
 Highly relationship driven - at board level and
senior leadership – not always HR.
 Some disintermediation through Linked In but
not much at senior levels.

3. Who has been through this
?
 The Origins of Interviews

4. Four points of difference of good
search practice
 Find people ‘in’ the market not just ‘on’.
 The ability to interest the targeted candidates in
opportunities outside their ’looking’ window.
 Getting those candidates properly assessed
even if they were ‘approached’.
 Getting the client and the preferred person to
‘Yes’ in the right timeframe and space for both
sides.

5. When to use search tools
 Tight or highly competitive market for talent.
 High confidentiality issues – need to start
looking before a role might be ‘vacant’.
 Certain levels or sectors don’t respond to
advertising.
 You know where you need to look but need
to identify who is there.

6. When not to ‘only’ search
 Prospective candidates may be outside your
sector.
 Your brand is strong enough to attract
quality shortlist - or the market is full of
talent in tight economic times.
 Roles below a certain level - candidates
respond poorly or immaturely to
approaches.
 When approaching someone may damage
their career - time in role etc.

7. How to work with a Search firm from
the candidate side.
 Phone or face to face meeting - have a clear picture of your
possible options but be prepared for their feedback and
ideas.
 Alert them to preferred sectors, roles and organisations that
really appeal - (it’s not to put you in a box, but don’t make it
a puzzle).
 Set an agreed contact plan - monthly/quarterly etc.
 Establish Linked In contact - but disconnect from your key
work contacts first!
 Keep in touch – and let them know if your world changes -
their role is not to find you a job, they are paid to find talent
for a client so make it easy for them to do both. Keep your
Linked In profile current and consistent.

8. Getting the best from Linked In
 Don’t think of updating only when you are looking for a job
 Add a current photo.
 Clean your network out a bit (more connections can just be
more noise).
 Make sure it is consistent with your CV - nothing will spook a
potential employer more than finding your LI profile lists a
job or dates than don’t match your CV.
 Find some groups (not too many) or people/companies to
follow that interest/inspire you.
 Don’t connect with prospective employment companies/
recruiters unless you have subtly disconnected from key
contacts in your current company.
 Don’t accept all connection requests. Think “is this
connection a positive for me, my career or network in the
next 12-24 months”.

9. What Good Recruiters Do?
 Manage a ‘funnel’ process.
 Challenge you on what you really need.
 Utilise a range of sourcing tools.
 Help companies build quality teams.
 Take a medium term view.
Don’t do
 Fill a ‘brief’ without question.
 Solve a short term issue with permanent recruitment.
 Over–recruit without an upside for the appointee.
 Under-recruit without a supportive manager or culture to
develop.

10. Great Reads
Secrets of a Corporate Headhunter
John Wareham.
Jobs – Walter Issacson
and the perennial classic
How to Win Friends and Influence People
Dale Carnegie

11. Contact
Geoff Shaw
Saturn Group
geoffshaw@saturngroup.co.nz
DDI: 09 358 7412