The Korn Ferry Insider Issue 1: Making the First Move

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NOV. 2014 The Korn Ferry InsiderAdvice from the world’s most

influential executive search consultants.

Making the First MoveIssue No. 1:

In a sea of potential job candi-

dates, everyone recognizes the

stars. They build global brands,

transform whole businesses, and

drive new levels of performance.

They are in high demand, well

compensated, and in control.

They would enhance any busi-

ness, and they know it.

It is hard to get on their radars,

let alone their calendar. Their time

is valuable, and they don’t bother

with those who waste it. Recruit-

ers need finesse: they get one shot

to establish themselves as an influ-

ential player in their industry and

potential trusted career advisor.

That first contact is increasingly

made online. Social networks and

online platforms have become

highly integrated into human

resources and the search process.

At the same time, HR teams are

under mounting pressure. The risk

is that this can lead to an imper-

sonal, transactional approach to

contacting new candidates, which

can erode the reputation of the

recruiter and the organization.

While each recruiter has his or

her own style, the best mindfully

manage this “digital dynamic.”

Korn Ferry’s expert search con-

sultants advise approaching

each new candidate with an eye

toward establishing a mutually

rewarding, long-term connection.

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“Social networks are a double-edged sword. The technology gives you freedom to be in more places, do more things, and reach more people. On the other hand, it opens the door for miscommunication and poor first impressions. For recruiters, making a human,

personal connection from the start becomes even more important in this context.”

1. Be committed.Recruiters who naturally project

that they want a longstanding

relationship with a candidate are

perceived as sincere rather than

sales-y. This boosts the employ-

er’s brand, and also encourages

a candidate to share more nu-

anced information about their

experiences, long-term goals, and

motivations. The best-respected

search consultants become men-

tors and confidantes. Whenever

the candidate thinks about the

next step in his or her career, he

or she also thinks of reaching out

to the recruiter.

Even if this candidate isn’t the

right fit for the current opening,

relationships with top talent are

valuable: they are a conduit to

other respected talent in the in-

dustry and unrivalled market intel-

ligence. Referrals are the lifeblood

of recruiters, central to the suc-

cess of about 40% of all searches.

2. Be aware and adapt.When contacting someone for

the first time, a recruiter might

deliberately reach out by multiple

methods simultaneously—e-mail,

via an online networking site, and

with a phone call—to ascertain

how this candidate prefers to

communicate and at what pace.

Do they respond with two-word

emails, or enjoy 30-minute phone

conversations? Mirroring that

preference is one quick way to

build rapport.

Communication via social

media and other digital formats

often is concise and relatively

informal. Recruiters should take

care, however, not to be overly

familiar or casual with a candi-

date, regardless of the person’s

management level.



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3. Be discreet.High-profile executive searches

require strict confidentiality, par-

ticularly if rumors about changes

to senior management could

hurt the stock price or customer

confidence. In these situations,

organizations often engage exter-

nal search consultants who can

approach top executives without

immediately disclosing the iden-

tity of the hiring company.

Search consultants say they must

be extremely discreet to protect

candidates with the current em-

ployers as well—especially during

initial interactions. On the phone,

it’s important to avoid talking im-

mediately about salaries or mak-

ing comments like, “I saw

your profile on LinkedIn.”

Even the questions asked

can disclose too much.

Operating with sensitiv-

ity, executive search ex-

perts note that the person

is valued for their unique

knowledge of the industry, and

then shift further conversations

away from the office to personal

e-mail or cell phones.

4. Be available.Recruiters expect to talk to can-

didates before or after normal

business hours and on weekends.

While mobile phones have made

it easier to be “always available”—

and to track how much contact

has been made with an

individual—the 24/7

schedule can be

demanding. Still,

to earn respect

and build trust

with top-tier

candidates, re-

cruiters acknowl-

edge incoming mes-

sages no matter what the hour,

even if a complete reply will have

to wait a few hours.

“People don’t always make purely rational career decisions. Where they are in their life matters. To understand that context, make an emotional connection starting from your first interaction.”



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5. Be bold. Fix a meeting. Smart recruiters use social media

and other digital platforms to initi-

ate and manage contacts—but no

technology can supplant the inti-

macy of talking in person. When

they want to cement a relation-

ship, recruiters usually don’t hesi-

tate to arrange a meeting—at a

time of day and venue conducive

to an in-depth conversation. That’s

when the ball really gets rolling.

Once a recruiter has the atten-

tion of a top-flight candidate, it is

time to strengthen that connec-

tion. In the next article, The Korn

Ferry Insider will reveal how to

prepare for and conduct conver-

sations that uncover what isn’t

on a candidate’s online profile:

their life experiences and circum-

stances, intrinsic motivators and

deeper aspirations. That’s the

next step in finding out who’s not

just a top candidate, but a great

fit for the role.

All in the introduction. At the end of an introductory phone call or meeting, a recruiter should expect to have…

Gathered key details of the candidate’s background, as well as any personal or professional sources of job-change motivation.

Conveyed the essential facts of the role and the appeal of the organization.

Gauged the executive’s personal interest.

Expanded the search by asking for other recommendations when appropriate.



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The profile trap. Savvy recruiters read online profiles with an open mind… and a grain of salt. They can’t dismiss everyone who isn’t an exact match for the job criteria; after all, profiles can be incomplete or out-of-date. At the same time, everything in a profile has to be verified before moving forward with a candidate.

Spam filter. Top executives in booming industries can get weary of, even irritated by, recruiter outreach. InMails to such top talent are just begging to be screened out. Resourceful recruiters get an introduction from someone in their network, or just dial them up on the phone, Skype, or find another way to make contact.

Lead by example. Recruiters need to maintain their own profiles fastidiously, and make connections aggressively. Those new to the field, or changing industries, can

widen their reach quickly joining multiple sites for professionals, and setting up or joining as many groups as possible.

Outliers. The best candidates often aren’t job hunting—and may neglect their online profile. Don’t neglect your “real-world” network for referrals. Korn Ferry estimates that one in five of the very best candidates is not on LinkedIn or other professional networking sites.

A personal touch. Alerts from Google, social networks, Refresh and other services enable recruiters to track industry talent moves. Upside: recruiters can reignite contact with candidates by sharing timely intelligence, or writing a message taking note of job changes, work anniversaries, or other milestones. Downside: candidates might expect you to be up to speed on their every move.

Rules of the road: managing talent

on social networks When it comes to

recruiting select talent, recruiters need

to be shrewd about how they use social

networks. They need to keep in mind:



Recruiting & HR

The Korn Ferry Insider Issue 1: Making the First Move