Engineering the right candidate. Richard Clegg (Recruitment Manager) outlines why the recruitment of top Engineering Managers can be beset with problems.

1. Enginee the right candidate
I
n common with most industry sectors, engineering Market knowledge: Recruitment and selection specialists
companies know what they want from job candidates operate in the engineering sector on a daily basis. Their
– the highest calibre of person they can attract. store of knowledge equips them with the expertise to
Engineering concerns are looking for the most provide clients, who may only recruit sporadically with the
,
talented individuals who possess a broad range of latest state of play The experts can make sure the company
.
skills and who can fulfil the expanded roles open to doing the recruiting knows exactly what it is stepping into.
them as companies seek to cut payrolls.
This scenario has created an unusual situation, one in Recruitment expertise: Specialist agencies have the resources,
which engineering candidates are both extremely the contacts and the systems in place to ensure they reach
marketable and difficult to attract. It also means that the best out to as many relevant candidates as possible. Doing the job
are in the top jobs and if they can be persuaded to look in-house means there is rarely the time, the depth of
elsewhere, they become prime targets for counter offers as expertise or the candidate network available to ensure the
their current employers seek to retain them. Not an easy best available people are delivered.
business, recruiting.
Cost savings: Put simply – and in terms which will please
RIGHT PERSON WRONG JOB finance directors and accountants – using a consultancy
Finding the right person for the right job is a skill in saves both time and money Employ a consultancy and it will
.
itself. High demand for quality at senior management advise and deliver a solution, which leaves the engineering
level has created a supply shortage. And this, in turn, has company free to go about its core business. And don’t forget
led to ideal conditions for the use of targeted search. the ‘hidden’ savings – by using the experts you get the right
There has been a significant shift in recent times towards solution at the outset so that unnecessary expense is not
‘head-hunting’ – so much so that it could soon outstrip incurred.
both other main methods of recruitment, advertising and
database services. A combination of all three can be used Thorough selection process: Agencies’ selection processes are
to ensure every avenue is explored to seek out those robust, resulting in shortlists of thoroughly pre-screened
highly capable – but rare – candidates. and well informed candidates. The processes are designed
Traditionally, head-hunting tended to be used at to increase the client’s chances of recruiting and retaining
boardroom level among those commanding salaries of the most suitable person for a specific job.
£60,000 plus. But slowly it has moved down the scale to
involve senior managers and we are now seeing it Sensitivity requirements: There are a variety of reasons for
graduate into the sphere of service engineer recruitment running a covert campaign – reasons which often negate any
as well. One of the main reasons has to be that possibility of the recruiting company managing the process
recruitment companies have more than proved their itself. Examples of the need to maintain secrecy include
worth in the head-hunting sphere. running a search or a blind advertisement to recruit for a
So, what are the advantages to using outsiders for
recruitment as opposed to keeping the job in-house?
There are a good number of reasons for letting the
experts take the strain. Let’s explore just a handful of
them, all pertinent to the engineering sector – market
knowledge, recruitment expertise, cost savings, ‘‘ Engineering candidates are
both extremely marketable
www.iee.org/mgt
42
thoroughness of the selection process and sensitivity
(also known as secrecy!).
IEE Engineering Management | February/March 2005
and difficult to attract
’’

2. Recruitment
ring
RICHARD CLEGG
OUTLINES WHY
THE RECRUITMENT
OF TOP MANAGERS
CAN BE BESET
WITH PROBLEMS
new confidential role and the thorny question of salary
disclosure leading to internal remuneration ‘issues’.
Retention is also an important issue. It is not a lot of good
filling a post with exactly the right candidate if he or she
then ups and leaves in quick time. Recruitment
consultancies can help by keeping in touch with their
candidates long after they have started work to help them
settle in and to flag up any problems before they can escalate.
Experts in recruitment should take the time to listen
to the employer and then make recommendations based
on their industry experience and their knowledge of the
individual role in question. Any recruitment consultant
worth his salt will not just agree with the client but also
challenge their assumptions in order to ensure their
requirements are realistic and result in the formulation
of a recruitment strategy which is both appropriate and
achievable.
Check that a potential consultancy has got an extensive
network of contacts and a thorough understanding of the
calibre and availability of candidates, the types of employer
and the issues within each core sector. If they do, they are
well placed to advise companies and candidates alike and to
introduce people to the most suitable opportunities for them
to develop their careers. I
Richard Clegg is an executive consultant with Quantica
Search and Selection
THREE TIPS FOR SUCCESSFUL RECRUITMENT
G First, have a realistic salary for the role. Benchmark
with your industry sector if you need to, but make
sure the remuneration is right to attract the calibre of
individual you require.
G Second, put together a detailed job specification for the
role. Include in this any new skills and experience a
candidate can bring to your organisation. Then use that
specification when tackling the interviewing process.
G Third, move through the interview process swiftly. Time
after time good candidates fall out of the job race
because of long time delays.
IEE Engineering Management | February/March 2005 43