Question 1

What’s your fee structure?

Accepted Answer

I operate a retained model. However, where I differ from many headhunters is how my fees are structured. Typically, firms dictate a fee split into three portions – a retainer, ‘working’ or shortlist fee, and the placement fee. I don’t feel this puts enough of the onus on the headhunter to achieve the desired client outcome. Shortlists are often manufactured to suit the recruiters’ commercials.

I must work under a retained model. The amount of upfront work demands this. However, my fees are back weighted towards the result. This makes it far fairer on both sides and develops a more thorough and progressive relationship.

Furthermore, my fees reflect how difficult your vacancy is likely to fill. This can only be defined upon understanding your situation in full.

Question 2

What happens if you don’t succeed?

Accepted Answer

Because you’ve retained me, it becomes my challenge (problem) to solve. Occasionally assignments prove exceptionally hard to fill. It is absolutely my requirement to work with the client to share key intelligence, consult with you about the barriers and alternative avenues to take, and to get you the person who makes the difference to your company.

An example of this was a Head of Technical role I completed within fenestration. The client required someone who’d led a technical department within a uPVC extrusion setting and lived within commuting distance of their main plant. There were 27 individuals nationally. This had to be communicated with the MD. We had to work together to overcome relocation challenges and prioritise the key attributes to the person. It was filled, but the shortlist contained only three potential candidates.

Question 3

How do you handle a confidential headhunt?

Accepted Answer

Roughly half of my searches are of this nature – either the client doesn’t want the market to know their plans, or the board aims to replace a poorly performing employee (be this at board level or underneath).

After taking the brief, we agree how I am to sell the opportunity; what I can and cannot say, and at what point client details are to be released. I also manage the NDA process. Importantly, I advise as to how we can extract the most value from selling the role and company. This is the hard part – not steering the audience to who my client is, whilst providing enough of a hook to gain interest.

Question 4

How does your process differ from any other recruiter?

Accepted Answer

Three key answers:

• AI Judgement vs Overreliance: I am witnessing the increased use of headhunters using AI. To a degree, I use it, too. However, I fear that many are fast becoming over reliant on its answers. When exhausting research work, AI does not take over from 20 plus years of experience and judgement. It misses key targets and can be wide of the mark. My mixture of manually building target lists, with the aid of AI ensures no stone is unturned. You are getting the best, most exhaustive solution.

• Low Volume Work: I’ve purposefully set up the business for low volume work: I know that many headhunters / recruiters manage between four and 10 live assignments per consultant at any given time. I’ve always struggled to understand, in fact I know, that it’s impossible to give an assignment the attention and effort that a client deserves. As a rule, I attempt to keep live assignments to three – two at search stage, with one to two at interview / offer stage.

• 100% Direct Partner Involvement: I remain heavily involved in every assignment. Unlike the majority of other headhunters, I do not pass assignments over to someone with limited knowledge of the industry. I manage your assignment throughout the process, ensuring that no competitor is missed, or the opportunity is poorly represented.

Question 5

What’s your track record of recruiting similar roles within our industry?

Accepted Answer

22 years of leading headhunting assignments exclusively in building products and construction means that I have recruited in excess of 300 leadership and specialist positions. Each client and assignment brings its own nuances. This rich experience helps guide prospective clients ahead of going live with a new search (see Case Studies for further clarification).

It’s highly likely that I have recruited similar roles in parallel settings before; from a newly created COO role for an invested in construction consultancy, to a Sales Manager employed to open the new perimeter protection equipment market for an established manufacturer.

You’re the expert in your field. It’s likely that you have a strong product or service offering. You just need someone to help guide you through how’s best to secure the optimum candidate. Much of my experience has been gained headhunting within the United Kingdom. However, I have managed assignments across Europe and into Northern America.

Question 6

What’s the timeline to your process?

Accepted Answer

Typically, from taking the brief to presenting the shortlist ready for you to interview, assignments run for four weeks. There’s no exact science to this and, being open, each assignment is different.

Question 7

And how do we know how the headhunt is progressing?

Accepted Answer

This is a key question to answer. Consulting with you throughout the process is essential. As referenced, each assignment brings its own surprises and, sometimes, challenges. I’ve learnt to not assume and never predetermine. Some sound straightforward at briefing stage and turn out to be very challenging, while others the opposite.

One non-negotiable is ongoing communication throughout the process. I prefer to hold a five-to-30-minute Teams call from week one onwards. Not only to present key data, but to share nuances to the search – what’s working well and what isn’t. During calls, different avenues often present themselves and I love to share these.

Headhunting isn’t a magic pill and anyone who tells you it is, is either naive or lying to you. Communication is key to you gaining maximum return for your investment.

Question 8

And what happens if that person leaves?

Accepted Answer

This rarely happens – in fact, over the past 10 years this has only happened to me twice. The process is so thorough that you’re not making a knee-jerk reaction.

However, should it, I don’t believe doing the atypical recruitment response helps anyone. Most offer money back on a sliding scale, up to six months of service. You’ve still paid a chunk money to have a seat empty! I much prefer to offer a free replacement up to a six-month period.

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