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Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
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Join us on this 30 minute webinar to learn:
- Why & when use Talent Mapping
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Recruitment and Selection at Aviva Life InsuranceProjects Kart
The MBA project titled “RECRUITMENT AND SELECTION” Undertaken in AVIVA life insurance.
AVIVA is a UK based insurance group. It has a long history dating back to 1834 and has a joint venture with DABUR groups. Aviva holds a 26 per cent stake in the joint venture and the Dabur group holds the balance 74 per cent share.
It is one of the leading providers of life and pensions products to Europe and has substantial businesses elsewhere around the world.
The project report is about recruitment and selection process that‟s an important part of any organization. Which is considered as a necessary asset of a company? In fact, recruitment and selection gives a home ground to the organization acumen that is needed for proper functioning of the organization.
Effectiveness of recruitment process and analysis of employess settlementSupa Buoy
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Summer Training Report on recruitment channels evaluationsunil pandey
This is a report which is based on live training at Reliance Securities.
This provide you detail knowledge how company is using different channels for recruitment and their effectiveness.
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As talent acquisition continues to grow in complexity, there are conflicting views on what a modern talent acquisition function should look like. From technology tools to total talent - it is unclear what proven processes and strategies should be embraced or avoided. Through careful analysis Aptitude Research Partners has identified the most critical components of a high-performing talent acquisition strategy and the coordinated processes needed to support candidates, recruiters and hiring managers.
This deck outlines these key components and provide recommendations on both best practices to adopt and approaches to avoid.
A study on recruitment & selection processNazneen sheikh
This is a short presentation of My summer Internship into Recruitment and Selection Process.
Can be Helpful for beginners on how to make on Presentation on Summer Internship.
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
As hospitals and health systems continue managing the transition to delivering greater value to patients and populations in the midst of reimbursement degradation, legal and regulatory changes, industry consolidation, and massive workforce demographic shifts, the role and impact of talent management and succession planning practices have come under greater scrutiny. In order to proactively prepare for the unprecedented departure of executive talent while also developing future leaders to address the many implications of the Affordable Care Act, including much greater pressure to demonstrate the value of healthcare services via clinical quality metrics, many hospital organizations have invested in the development of talent management and succession planning capabilities.
This webinar presents findings and practical applications from the semi-annual Healthcare Talent Management Survey, which provides HR executives and senior management teams with direct evidence of the impact of talent management and succession planning capabilities on hospitals’ financial, workforce, and value-based purchasing performance metrics. Webinar participants will learn a practical framework of best practices across a series of capabilities, including talent assessment, role-based leadership development, and onboarding practices. The webinar will conclude with presentation of several case studies highlighting the execution of talent management and succession planning best capabilities at prominent health systems.
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- Function - refers to your responsibilities: eg. marketing, operations, or information technology.
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Opportunity 1
Opportunity 2
Opportunity 3
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2. Today’s competitive and fast-changing business environment demands that organizations
continually attract and secure talent to achieve and sustain success. As a result, recruitment is a
significant issue for hiring and human resources executives, and these professionals are finding
that traditional recruitment methods are not effective in fulfilling challenging and critical needs.
Therefore, they are turning to executive search firms for strategic and proactive talent acquisitions.
The objectives of this e-book are to educate hiring and human resources executives on:
how to identify reputable and specialized search firms;
how to qualify search firms for specific recruitment assignments; and
how to support a search process to generate a successful outcome.
By understanding the above, hiring and human resources executives can maximize their
organizations’ return on investment when partnering with executive search firms.
3. Helbling & Associates is a retained executive search and talent acquisition consulting firm
specializing exclusively in construction, engineering, facilities management, and real estate
development.
We proudly represent prominent organizations throughout the United States and Canada including:
construction contractors and managers, architecture and engineering firms, public and private
colleges and universities, healthcare and cultural institutions, public agencies, real estate developers,
and corporations with significant real estate assets.
These types of organizations face common recruitment challenges, including:
an aging population at the executive management and operational levels;
a shortage of executives who are multi-faceted and have combined attributes of innovation,
technical knowledge, strong business acumen, management capabilities, and important soft
skills;
an overall lack of effective succession planning.
We assist these entities in identifying and attracting professionals for leadership roles ranging from
executive to financial administration, from facilities management to construction oversight, and from
human resources to business development.
About Helbling & Associates, Inc.
4. Table of Contents
Part 1: Are You Ready to Engage a Search Firm? 1
Part 2: How to Identify Qualified Search Firms 2
Part 3: Retained vs. Contingency Search Firms 5
Part 4: Questions to Ask a Search Firm Before Retaining Them 8
Part 5: Commencing an Executive Search 12
Part 6: Tips for Maintaining a Search’s Momentum 14
Part 7: The Value That Experienced Search Consultants Provide 15
5. Part 1
Are You Ready
to Engage a Search Firm?
Prior to making a decision to partner with an executive search firm, there are many important
questions and issues to consider in order to ensure that your organization is fully committed to
working in partnership with a third-party entity. Only after these questions have been addressed
can you be confident that retaining an executive search firm is an effective solution.
Questions to consider prior to engaging a search firm
Have all internal recruitment methods been utilized including job board postings, online
databases / networks, print ads, social media recruiting, and employee referral programs?
Are the position’s objectives and the ideal candidate qualifications clear?
What is the impact that an ideal professional could have upon the future and progress of the
organization? Is filling the role critical to its advancement and success?
Does the role demand specialized experiences and skill sets?
Do you need to identify and attract top-tier candidates who may not be actively seeking new
career opportunities?
Could a search firm save your organization time and money?
If the position is senior level, other considerations are:
Is your organization’s executive management and / or hiring managers in agreement that
there is not an internal candidate who can fulfill the role and its expectations? Do all team
members support the hiring of an external candidate?
Is your governing board aware of the vacancy and significance of the position as well as the
value of securing an ideal professional? Have board members been tapped as
resources for potential candidates?
1
6. Part 2
How to Identify
Qualified Search Firms
Industry colleagues: The best way to find any professional services firm or consultant
is to ask colleagues and clients for their recommendations. After all, what could be more
reliable than asking people you trust who they trust?
Management consulting firms within your industry: Management
consulting firms that specialize in certain sectors may have connections with or knowledge of
well-respected executive search firms in the same industries. Within our core sectors, these
organizations include:
FMI Corporation - www.fminet.com - FMI is the largest provider of management
consulting and investment banking for the engineering and construction industry.
They are headquartered in Raleigh, NC with offices throughout the U.S. and in Korea.
Helbling is familiar with FMI’s capabilities and industry relationships.
Performance Resource Partners - www.prpconsultants.com - PRP represents
prominent universities, hospitals, cultural institutions, and corporate clients. Helbling
is not familiar with PRP’s services at this time.
Sightlines Facilities Assets Advisors - www.sightlines.com - Sightlines assists
universities to better manage their facilities investments. They provide analyses of
campus facilities, including measurement protocols and competitive
Benchmarking. Helbling is not familiar with Sightlines’ services at this time.
After the decision has been made to engage an executive search firm, the next step is identifying
firms that can best assist you with your need. Regardless of your organization’s sector and the
function of the role, it is highly recommended that you research firms that specialize in your
industry and / or in the role’s functional expertise.
What are the most effective ways to identify specialized executive
search firms?
2
7. Trascent Management Consulting - www.trascent.com - Trascent’s U.S. headquarters
are in Summit, NJ. The firm operates internationally and specializes in real estate and
facilities management. Their capabilities span from operational improvement and
optimization to technology strategy and enablement. Helbling is not familiar with
Trascent’s services at this time.
Consult your preferred search engine: While everyone has their own
preferences, our favorite search engine is Google. As we have found with our own research,
you have to try various keyword combinations to determine which generate the most
accurate results. The more specific you are, the better – because you want to narrow the list
of firms to only those that fit your needs. Ideas are:
Industry + “executive search” (i.e. construction executive search)
Industry + “contingency” or “retained” (choose one) + “executive search”
Industry + “search firms”
Industry + “executive search consultants”
“Search firms in” + industry
Since the majority of our readers are involved in A/E/C, facilities management, or
real estate development, some examples of keyword combinations are:
“facilities management executive search firms”
“construction executive search firms”
“hospital facilities executive search firms”
“hospital construction executive search firms”
“university facilities executive search firms”
If you are only seeking retained executive search firms, try:
“construction retained executive search”
“facilities management retained executive search”
“architecture retained executive search”
Some users may try to search for firms by actual role titles, which we do not
recommend because this can generate an enormous amount of results to sift
through, making the process inefficient.
3
8. Search Consultant / Recruiter directories:
www.searchfirm.com - Highly popular website that allows visitors to filter search
consultants by their specialties, search models, locations, and keywords. The site is
owned and operated by Cluen, a reputable player in the recruiter software realm.
www.headhunters.com - Site is for employers and candidates, and allows users to
post jobs, and find jobs and executive search firms.
www.myresumeagent.com - This site is geared towards professionals who are
seeking new career opportunities. It is owned and operated by Kennedy Information,
a company serving the executive search profession since 1971. While their service
has a fee, they are highly networked in the search sector and they organize
consultants by location, industry, and function. Therefore, you receive a highly
targeted and organized list of search consultants.
There are other directories that are more focused in specific sectors. Since one of
Helbling’s markets is higher education, we are aware of the following directories that
specialize in this sector.
www.academic360.com - Site is designed for professionals involved in any function
within higher education. You can find a directory of search firms under the Additional
Resources tab.
www.higheredjobs.com - Offers career tools, and the ability to search jobs, and find
search firms by entering www.higheredjobs.com/career/SiteListings.cfm in your
browser.
4
9. Part 3
Retained vs. Contingency
Search Firms
Recruitment can mean different things to different people, and there are variances in what a hiring
organization wants and expects from an executive search firm. In considering this fact, it is
important to understand that there are two types of executive search firms: retained and
contingency. Each type of firm has certain methods, processes, and advantages. As organizations
have diverse hiring needs, both retained and contingency search firms can be effective in different
situations. The key is to evaluate which approach is best for your organization. The following chart
outlines the key differences between retained and contingency search firms, and when it may be
appropriate to engage one instead of the other.
Considerations Retained Search Contingency Search
Overall
approach
Formal engagement between hiring
organization and search firm.
Working collaboratively with the
search consultant, a strategy is
developed based upon the hiring
organization’s objectives, the role
and its responsibilities, and
competencies and characteristics of
ideal candidates. Searches are
highly consultative with the
structure and environment of the
organization thoroughly understood
prior to initiating search activities.
This ensures that the hiring
organization and its role are
accurately represented to
candidates, and their professional
mindsets are assessed to determine
cultural fit.
No formal engagement between
hiring organization and search firm.
Because of this, there is no shared
commitment and focus. Typically, the
search process is not collaborative
and job specifications are less
structured to allow a greater pool of
candidates.
5
10. Considerations Retained Search Contingency Search
Fees Fees are typically one-third of the
selected candidate's total first year's
compensation package. A retainer fee
is paid to initiate search activities and
installments are due at certain stages
of the search process.
Fees can range from 20% - 33% of
the selected candidate's total first
year’s compensation package and
the firm is only paid if a candidate is
secured.
Candidate
identification
Firm conducts comprehensive and
targeted research of hiring
organization’s specific industry and of
organizations within similar or related
industries that may have talent in the
function of the role. Consultants also
utilize their firm’s network of industry
contacts and acquaintances to gather
candidate recommendations. Value
lies in the search firm’s ability to
identify candidates who are passive
and are not actively seeking new
career opportunities.
In general, firms offer candidates
who are actively seeking new career
opportunities. Firms will source
candidates from job boards, and
internal and online databases.
Because candidates are those who
are actively seeking new positions,
they may not necessarily be the most
qualified candidates who can be
identified.
Candidate
assessment
Candidates are evaluated thoroughly
regarding their leadership, and
management and technical abilities, as
well as personality characteristics and
ideal corporate culture environments.
Firm typically conducts initial
interviews and professional
references. At this stage of the
process, a retained consultant's value
is in assessing potential candidates’
skills, motivations, and cultural fits
with the hiring organization.
Firms will evaluate the technical fit of
candidates but will typically rely
upon the hiring organization to
determine personality characteristics
and cultural fit. Hiring organization
will perform initial interviews and
professional references may or may
not be conducted by the firm.
6
11. Considerations Retained Search Contingency Search
Exclusivity Hiring organization works exclusively
with the firm. The firm does not
represent two direct competitors
simultaneously and most will not
recruit the hiring organization’s
employees for a period of up to two
years following a search.
Searches are not conducted on an
exclusive basis. Hiring organizations
can work with multiple contingency
firms simultaneously. Firms may
work with multiple hiring
organizations simultaneously (some
that may be direct competitors).
Some offer an off-limits policy while
others do not.
When they
are valuable
When a hiring organization needs /
wants:
• dedicated, comprehensive, strategic
effort to secure an ideal
professional;
• partner for talent acquisitions;
• consultant who will consider its
organizational culture and the
dynamics related to the role; and
• candidates thoroughly screened
and assessed before being
presented.
Also appropriate when the role is
senior level and critical to the hiring
organization, and candidate quality is
more important than speed.
When a hiring organization:
• is willing to assume more
responsibility for screening,
assessing, and interviewing
candidates, and negotiating
compensation;
• has multiple needs for the same
position and similar roles; and
• views speed as more important
than candidate quality.
Also appropriate when there are
many professionals who are likely
qualified for the role, and the
position is lower level and not critical
to the overall success of the hiring
organization.
7
12. Part 4
Questions to Ask a Search Firm
Before Retaining Them
Partnering with an executive search firm can require a significant investment of time and money.
That is why it is essential to ask pertinent questions prior to formally engaging one to perform a
search. By taking the time to discuss the firm’s experience, its search process, and its capabilities,
you can better perceive how well they will represent your organization, if you want to work with
them, and how strong the return on your investment could be. It will also provide you and the
search consultant with an understanding of what to expect from one another.
An experienced consultant will have questions about your organization, its challenges and
opportunities, and the objectives of your specific talent need. The most reputable firms and
consultants will be candid about their abilities to perform the search successfully.
From these initial discussions, you will come to understand the firm’s and the consultant’s abilities to
provide comprehensive, focused, and strategic talent acquisition.
Questions about the firm in general
Do they specialize in your industry?
A firm that specializes in your industry can offer knowledge and understanding of your sector,
a strong network of pertinent contacts, and the ability to identify and attract key
professionals.
How well do they understand your organization’s sector, its history, challenges, and
opportunities?
Are they familiar with your organization and the markets it serves?
Do they currently represent organizations that are considered your competitors?
Do they have off-limits policies or blocking issues that would restrict them from
recruiting candidates in certain organizations that would be pertinent sources for the
search?
8
13. Do they specialize in securing professionals in the role’s function?
If they specialize in securing professionals for roles similar to yours, they will have a
comprehension of the technical knowledge and experience needed to fulfill your position’s
responsibilities as well as characteristics of ideal candidates.
How long have they been in business?
Do they operate on a retained or contingency basis?
Do they have client and candidate references you can contact?
By contacting client and candidate references, you
can learn how the firm operates. Ask clients about:
firm’s knowledge, responsiveness, integrity and
competence, quality of candidates presented,
and if they would retain them again. Ask candidates
how well the firm and consultant represented their
client and presented the opportunity.
Do they have the ability to provide valuable insight of market conditions, candidate talent
pool, and knowledge of how to expand search parameters to ensure the identification of all
potentially qualified candidates, including those outside of your sector?
What are their policies regarding travel to meet with your organization and with prospective
candidates?
Do they offer a guarantee and how is it defined?
Typically, a retained search firm will offer a six-month guarantee if it is determined that the
candidate does not possess the desired qualifications as originally outlined.
Do they offer an off-limits policy?
An off-limits policy prevents the search firm from recruiting your employees. Normally, the
time period is two years following the engagement.
What are their standard fees?
9
14. Questions about the firm’s search process
How will they perform various stages of the search process?
Client Orientation: A reputable firm and consultant will take time to:
understand your organization, its culture, its goals, and its current initiatives;
understand the role’s responsibilities and its short- and long-term objectives;
ensure they completely comprehend not only the role’s minimum qualifications and
appropriate experience but also its ideal qualifications and experience; and
provide feedback on the dynamics of the position and its salary structure, your organization’s
competitiveness and perception in the marketplace, and the viability of attracting an ideal
candidate.
Search Parameters: How will they establish search parameters and perform research and
analysis of market conditions, industry and vertical market competition, and talent pool?
Candidate Identification: How will they source and identify candidates? What are their
typical strategies and what resources will be utilized?
An experienced firm will leverage their industry network and be able to identify your direct
and indirect competitors, and the pertinent professionals within those organizations.
Candidate Assessment: How will they represent your organization? How will they qualify
candidates? What personal intangibles of candidates will be considered?
A consultant’s ability to recruit, assess, and attract talented professionals is fundamentally
important and will determine the effectiveness and results of the entire search.
Candidate Presentation: How will candidates be presented? Will they present
candidates as they are identified or simultaneously? Will they submit resumes in a standard
format or will they submit the actual resumes candidates developed? Will they provide
transparency on candidates such as: strengths, weaknesses, current compensation, career
goals, and any personal issues that may affect their placeability and performance?
10
15. Interviews: How will they manage the interview process? Will they perform the first
round of interviews? Will they provide candidate feedback on interviews and within what
time frame?
Typically, the higher level of the position, the more important it is for the search firm to
interview candidates first. Feedback should be given to you and the candidates within 48
hours of interviews.
References & Background Checks: Will they provide written professional references
and conduct background and employment checks on final candidates prior to an offer being
extended?
Professional references and background checks are highly recommended whether they are
performed by you or the search firm.
Evaluation, Selection & Extending an Offer: After candidates have been interviewed,
will they communicate each candidate’s strengths and weaknesses? Will they provide
assistance during compensation negotiations?
Follow Through: Do they continue to follow through with you after the placed individual
begins employment and at what intervals? Do they also continue to follow through with
the candidate to ensure their transition is going smoothly?
A committed consultant will continue to follow through with you and the successful
candidate for at least up to six months following the placement.
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16. Part 5
Commencing an Executive Search
The hiring organization plays a significant part in the commencement of an executive search.
Information shared at this stage provides the foundation for the search and will determine its
strategy, approach, and overall success. In this phase, the consultant learns about your organization
and the role to be filled. Being open and forthright streamlines and strengthens the process,
supporting a positive outcome.
In general,
Determine and share the specific objectives you want to achieve in hiring an ideal candidate
and ensure that these goals are clear among all parties involved in the search process,
including members of your team;
Have a realistic image of your organization, and the types and levels of candidates it can
reasonably attract;
Allow the consultant to share their views on your competition, talent pool, compensation,
your company’s brand / image, and how they perceive your firm’s attractiveness to high-
caliber candidates;
Collaborate with the consultant on the search strategy in determining sources for qualified
candidates, how your organization and its opportunity will be represented to prospective
candidates, and how candidates will be evaluated; and
Keep your internal team aware of the search strategy and progress.
12
17. Information to share about your organization
Its executive team, markets, financial strength, reputation and competition, short- and long-
term goals, and planned strategies.
Organization’s structure, culture, and environment, and the same of the department in which
this person will be placed.
Personal and professional characteristics of your organization’s high performers so that the
consultant can understand your organization’s ideal employee attitude, and the personal and
professional characteristics of your most successful employees.
and about the role
Clearly defined primary and secondary responsibilities, performance expectations, and the
experience and technical competencies desired in candidates.
Short- and long-term objectives.
Specific challenges and opportunities.
Employees who interact with the position and their individual work styles and attitudes.
How the role impacts your organization, which is key information to high performing
professionals who want to know how they can bring value and positively influence an
organization.
If your Human Resources department will have involvement
Introduce your Human Resources personnel to the search consultant at the onset of the
search, which will encourage them to work together as a team to achieve your recruitment
objectives.
Explain to your Human Resources personnel the reasons why a search firm has been engaged
and the situation’s unique circumstances such as confidentiality, market access to candidates,
or other issues that prompted the consideration of using an outside recruitment firm.
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18. Part 6
Tips for Maintaining Momentum
It is essential to
assume your role in
maintaining a
search’s momentum
so that you do not
risk losing the
interest of high-
caliber candidates
and support a
successful outcome.
Commit to your role in the search process,
continually collaborating with the search consultant.
View the search as a priority and respect the sense
of urgency.
Keep your internal team apprised of search progress.
Regard the search firm as a trusted advisor and not
as a vendor. Respect the consultant’s insight and
knowledge of the industry and candidates.
Support the continuous flow of information and
respond to the consultant’s requests, emails, and
voice mails in a timely manner.
Prepare for candidate interviews by considering how
to present your organization and its opportunity to
potential candidates. With the consultant, create an
interview strategy and prepare for each individual
interview.
Provide timely, substantive feedback on candidates
and their suitability to keep the selection process
refined.
Trust the consultant’s suggestions during
compensation negotiations.
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19. Part 7
The Value That Experienced Search
Consultants Provide
Specialized executive search firms and experienced consultants can add tremendous value to an
organization’s recruitment and talent acquisition strategies. Developing a relationship with a
consultant who understands your industry, as well as your organization and its objectives, can
support you in attracting and securing talented professionals who will add strength to your team,
significantly impacting the future of your organization.
Experienced search consultants bring value to the talent
acquisition process by:
working collaboratively with you, taking time to understand your unique corporate culture,
style, and structure before initiating search activities;
understanding how to develop strategies and solutions that navigate the challenges and
limitations of a given talent pool;
providing insight on your market and your competitors (compensation programs,
organizational structures, and corporate cultures);
advising on the type of candidate you can expect to secure based upon the opportunity, and
your organization’s corporate structure, objectives, and compensation range;
helping you to determine how to represent your organization and opportunity to make both
appealing to candidates;
assessing the personal attributes and cultural fit of candidates. Consultants will debrief you
on candidates’ ‘hot buttons’, and why they are motivated to pursue the opportunity.
coaching candidates through their resignations to ensure smooth transitions;
providing intelligence beyond resumes that includes professional comments about
candidates, their backgrounds, career motivations, and family issues; and
acting as a sounding board for you and candidates, providing a buffer zone to allow
communication to flow freely and honestly.
15
20. 9000 Brooktree Road
Suite 150
Wexford, Pennsylvania 15090
(724) 935-7500
W: www.helblingsearch.com
E: helbling@helblingsearch.com
If you are looking for talented individuals who can assist you in
strengthening your organization’s competitive advantage, and would like
to learn more about Helbling & Associates’ recruitment and talent
acquisition experience and capabilities,
visit us at www.helblingsearch.com.