1. Presentation by:
Tom Gausvik, Associate Vice President for Human Resources
Frank DiGiacomo, Senior Managing Director, UGA Search Group
University of Georgia
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2. Trends

 “In the U.S. the demand for externally sourced talent
is increasing while traditional means of acquiring
such talent—primarily executive search firms—are
becoming less favorable options.”
 Corporate Leadership Council
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3. Past UGA experiences with external
searches

Difficulties in partnering with external search
firms
 30 to 60 percent failure rate
 Dispersion of resources over client base
 Duration of searches often longer than 6 months
 Lack time and incentive to immerse themselves in
interests of UGA
 Lack understanding of UGA culture and source
unsuitable candidates
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4. Reasons UGA Implemented Internal
Executive Search Capability

 Improve the quality of externally sourced candidates
 Reduce spending in searches
 Improve efficiency in sourcing quality candidates
 Intended to enhance performance outcomes, retention of
externally hired candidates through our superior
understanding of our culture, and job requirements.
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5. Key Differentiating Features of the UGA
Executive & Faculty Search Group

 Dedicated attention to internal constituency removes conflict of
interest and responsiveness to problems common to external
search firms; internal unit knows UGA needs
intimately, unfettered by “off-limits” agreements or need to
spread best candidates across multitude of client relationships
 Specialization in executive-level and key faculty talent, focus on
individuals not currently seeking jobs distinguish our internal
search group from methodology of other university/employer
recruiting functions in general
 UGA’s internal executive search group has vested interest in
any new executive or key academic leader or faculty member
they help to hire; likelihood executives will (or will not) become
future clients increases accountability
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6. Internal Executive Search Group’s
Practice Elements

 Unit Organization: EFSG located within UHR, reporting to
Associate Vice President for Human Resources
 Unit Mission: EFSG focuses on vacancies in top 5% of UGA
management, including vice presidents, their top reports; target
population includes executives and academic leaders at peer
and aspirational institutions, organizations with
complementary core competencies
 Search Processes: EFSG typically takes 100 days to complete
search; major process steps include search specifications, target
identification and research, candidate assessment and
presentation, client interviews, offer negotiation and closing
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7. Organization Structure
Assoc VP/HR
Senior Director,
University Search Group
Sr. Executive USG Operations
Recruiter Manager
Sr. Executive
EFSG Coordinator
Recruiter
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8. Pros and Cons to Internal Search

Pros: Cons:
 Proximity to Client &  Abbreviated prep time
Search Chair
 New staff
 Knowledge of
University culture  New process
 Dedicated resource to  Limited resources
UGA
 Cost effectiveness
 Relationship building
for HR
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9. Advantages
of Internal Executive Recruiters

• Candidate Sourcing
• Advertising/Marketing
• Candidate Screening
• Client & Chair Contact
• Reference & Background Checking
• Recruiting Events
• Reporting/ Metrics
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10. Internal Accountability

 Understanding parameters of search
 Staying abreast of trends and sources
 Knowledgeable of candidate pools
 Communicating w/ client & chair
 Maintain top talent lists
 Track and/or monitor search process
 Keep candidates informed at various stages of the process
 Knowledge of talent pools
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11. Search Strategies

 Cold sourcing of top talent “not-in-play” at peer & aspirational
institutions
 Advertise (print and internet)
 HigherEdjobs.com; Chronicle of Higher Ed; Diverse; Hispanic
Outlook; Women in Higher Education; HRweb
 Identify former leaders & top faculty who may qualify
 Initiate direct mail & e-mail campaign
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12. Search Strategies

 Source subject matter experts
 Utilize key professional associations
 Identify and participate in related events
 Liaison with Alumni Career Services
 Liaison with Development Office
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13. Aggressive 100-Day Search Timeline

Internal Process
Initial Search Search Candidate Search Final
Evaluation Committee
Meeting Specification Identification and Search Interviews
Interviews
and Strategy and and Follow- and Hiring
Status
Development Assessment up
Week 1 Weeks 2 - 8 Weeks Weeks
9 - 11 12 -14
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14. Internal Requirements

 Overview of position duties, responsibilities, expectations, salary
range, benefits and perks
 Discussion with client, stakeholders, search chair
 What must the ultimate/successful candidate possess?
 Identify core competencies
 Outline process and timeline for search
 Identify role of the internal executive recruiter
 # of candidates deemed sufficient
 Pre-screening; video/teleconferencing
 Feedback mechanism to client & search chair
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15. Questions & Issues for Search

 Resources
 Access to appropriate senior decision makers
 Search committee availability
 Staffing
 Budget/Financial
 How will we handle the additional costs associated with search?
 Advertising
 Travel, Lodging, Meals for Candidates
 Telephone Calls (800 # & Long Distance)
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