C-Suit Recruitment For Today's Talent Scout Case Study
C-Suit Recruitment for Today’s Talent Scouts – Challenges & Opportunities
Case Study #1 Company A is desperately searching for a suitable candidate to head their operations in South East Asia. After performing consistently well in North American and Central European markets for more than three decades, this company is trying to make inroads in the emerging markets of Asia. But its efforts have somewhat been thwarted due to regular changes at the helm. Indeed, there have been four changes at the top most level in past six years. Company A used time-tested methods and trustworthy sources to find suitable candidates and utilized its substantial experience in making the selections. Yet, it seemed both the company and its head of operations had to part ways after mutual disillusionment sometimes only after a tenure of six months.
Case Study #2 Company B, one of Silicon Valley’s most prominent names, is facing a different kind of concern. It is having two of its top level management positions (one of which is at C-level) vacant for more than six months. The talent acquisition team has interviewed a number of candidates meanwhile, but to no avail. The team is receiving regular heads up from its recruitment partners. The compensation on offer is competitive. But it seems all of a sudden, “the talent pool has completely dried up.”
The two …show more content…
This results in lack of clear understanding among the parties about what exactly is wanted from a candidate. The foggy job descriptions that are published to attract suitable candidates exhibit this lack of clarity in glaring terms. Brad Remillard, co-author of You’re NOT the Person I Hired, narrates his experience2 about how a flawed job description resulted in hiring a candidate not fit for the job at all. In fact, such job descriptions such as these put off potentially qualified candidates from applying for the post at
Case Study #1 Company A is desperately searching for a suitable candidate to head their operations in South East Asia. After performing consistently well in North American and Central European markets for more than three decades, this company is trying to make inroads in the emerging markets of Asia. But its efforts have somewhat been thwarted due to regular changes at the helm. Indeed, there have been four changes at the top most level in past six years. Company A used time-tested methods and trustworthy sources to find suitable candidates and utilized its substantial experience in making the selections. Yet, it seemed both the company and its head of operations had to part ways after mutual disillusionment sometimes only after a tenure of six months.
Case Study #2 Company B, one of Silicon Valley’s most prominent names, is facing a different kind of concern. It is having two of its top level management positions (one of which is at C-level) vacant for more than six months. The talent acquisition team has interviewed a number of candidates meanwhile, but to no avail. The team is receiving regular heads up from its recruitment partners. The compensation on offer is competitive. But it seems all of a sudden, “the talent pool has completely dried up.”
The two …show more content…
This results in lack of clear understanding among the parties about what exactly is wanted from a candidate. The foggy job descriptions that are published to attract suitable candidates exhibit this lack of clarity in glaring terms. Brad Remillard, co-author of You’re NOT the Person I Hired, narrates his experience2 about how a flawed job description resulted in hiring a candidate not fit for the job at all. In fact, such job descriptions such as these put off potentially qualified candidates from applying for the post at