The document discusses the executive recruitment industry in New Zealand, outlining its origins dating back to the 1960s and the mixture of global and local brands operating in the market. It provides tips for both candidates and clients on how to work effectively with recruitment firms, including maintaining online profiles, setting clear expectations, and understanding when search tools are most appropriate versus other hiring methods. The key roles of recruitment professionals are also outlined, such as managing the hiring funnel and challenging clients on their true needs rather than just filling roles.

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