Hiring The Right Executive Talent

Hiring The Right Executive TalentTel : +91 8010772772 , [email protected]

Hiring The Right Executive Talent

Get, Keep, Grow is the mantra for organizations as far as talent is concerned. It’s an nexhausting race for organizations when it comes to finding talent. The race is even tougherfor emerging markets in BRIC nations (Brazil, India, China and Russia). All over the world,firms are feverishly competing for finding the right people.

Every industry, every firm is in the hunt for talent. Veteran leaders of well establishedorganizations also comment that the war for talent has assumed gigantic dimensions, likenever before. Finding fitting talent can be time-consuming and exhausting to say the least.

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This is where most large and medium size organizations seek expertise from executivesearch firms across the world. Begun in the 1940’s as an offshoot of the consultingindustry, Executive Search firms play a significant role in providing fitting talent thus liftingthe pressure off organizations.

Right from competency mapping to interviewing and personality-job fit determination;search firms make the process of finding human talent a painless one for companies roundthe globe. By following a set process and exhaustive selection processes, these ExecutiveSearch firms ensure overall success in talent hunt.


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In Asia, alone things are fast emerging in the arena of talent management. Todayopportunities and scope for expansion are many more compared to the last three decades.Today employees look much beyond just making a living.

They are conscious of employer Brand and the total rewards that accrue from anorganization. A strong employer brand is linked to opportunities of personal achievementand more so when a brand is associated with inspirational leadership.



Lucrative opportunities also lure employees to join an organization. They translate intochallenging work assignments, continuous learning and development and attractive payplans besides an accelerated career track.

Many high-potential employees are also motivated by the prospects of Purpose in anorganization. They prize firms with a game-changing business model, where they can bepart of a fundamental, root shaking change that makes them a part and parcel of anorganizational redefining moment and phenomenon!



Another factor that drives talent management is a company’s culture. Its brand guaranteeshould be compelling and genuine. An organization following a culture of rewarding merittoo lures talented prospects. Employees need to feel part of the team and lat but not theleast the culture should be talent centric.

In short the organization that is Human Capital Centric wins the game of talent. Thusgetting and keeping talent may well translate into promises made and promises kept by theorganization. Only a fat salary and big brand may not be enough to attract and retaintalent.



These factors coupled with challenging opportunities and a meritocracy may go a long wayin attracting and keeping good people. As economies of emerging nations like India andChina continue to grow with the advancement of new businesses, finding talent becomesincreasingly daunting.

The gap becomes even more yawning when it comes to pivotal leadership positions.Leadership Hiring expertise provided by executive search firms may well come to the rescueand provide organizations with the much needed aid as they deal with myriadorganizational challenges.



Hiring the right people for the right assignment has always been the aim of the hiringmanager. However hiring the best is not easy and requires planning like any otherendeavour. Few managerial decisions are as crucial as hiring since wrong hiring can cost anorganisation a lot more than just time and cost as human capital is the differentiating factorbetween competing firms.

As they say hire a bunch of top class employees and you will preside over a top class firm.Even expensive coaching and training provided to average calibre individuals does notprovide the same results as hiring star performers. Hiring is a business process and successat every step ensures a good hire.



The first step in hiring translates into determining requirements for the job in question. Itmay take some analysis to determine the personal and professional attributes required forthe job. Other crucial things are knowledge, skills, experience and the overall attitude.

Competencies such as analytical and conceptual skills, relationship building, organizationalawareness, confidence and above all a high degree of emotional intelligence are importantfor any key position. Sometimes a person’s motivation and energy levels along with apositive attitude score over educational degree or experience.



Gathering access to qualified candidates with a successful track record is crucial to goodhiring and this is where executive search firms prove their might. They tap across industryand geographic segments to provide client organisational with the best available talent.Their fool proof exhaustive selection procedures ensure only the best human assets areprovided to client firms.

Such a detailed hiring process may be difficult for organizations to follow at all times asmyriad business processes and decisions run daily. To begin with after inviting for positions,screening resumes is the next big step. The cover letter and resume of a candidate is thefirst introduction available. The content and maturity of these two documents goes a longway in screening prospective employees. Up next is the quintessential “Interview” process.


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There are various kinds of structured and unstructured interviews. Some stress interviewsgauge the pressure threshold of the individual in challenging situations. Telephonicinterviews may be followed up by in person screening and later in-depth interviews. Manyorganizations also appoint a psychologist on panel or may have a psychologist interaction asa final selection tool.

Unstructured or meandering style interviews are often adopted by novice interviewers.Most savvy interviewers are flexible with their questions and do not put the intervieweeunder undue pressure.



Personal enquiries such as those based on marriage, sexual orientation, relationships arebest avoided and do not provide any valuable information on professional competence;they can only bias the interviewer and produce unpleasant situations. Skilful interviewing issignificant to good hiring.

Psychometric tests such as Hogan and reference checks are the next steps. Job offers andonboarding follow once candidates are selected. Thus Good Hiring consists of holisticallyfollowing an exhaustive and correct selection procedure. The organizational performancedepends heavily on human assets and the process begins with right hiring.


Hiring The Right Executive Talent

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