Executive Recruiting: The Candidate Experience as a Strategic Differentiator
Organizations that recruit and hire outstanding executives are those that have a best-in-class candidate experience. Throughout my ten-year executive search career, I’ve seen many organizations...
Organizations that recruit and hire outstanding executives are those that have a best-in-class candidate experience. Throughout my ten-year executive search career, I’ve seen many organizations lose strong candidates because something about the search process, rather than the role itself, gave them pause. The experience a candidate has is often what gives them the confidence (or not) to make the leap to a new role and new employer.
Research suggests the candidate experience continues to decline across industries while candidate frustration and resentment have increased. Social media platforms are filled with posts from job seekers voicing their displeasure or anger at long and tedious interviews, receiving vague input about their suitability or performance in interviews, or being ghosted by employers altogether. Meanwhile, according to Gallup research, a positive candidate experience significantly increases the likelihood of a candidate accepting an offer.
In today’s competitive recruitment market, the candidate experience is more important than ever. This applies to both external candidates and internal ones who appreciate being treated well during a search and hope to reinforce positive sentiments they already have about their employer. Attracting high-caliber executive talent requires employers to view the candidate experience as a key strategic differentiator.
To that end, below are ways employers can provide an elite candidate experience throughout the executive search process:
Update the scope and priorities of the role.
When a critical role becomes vacant, it is easy for a hiring manager to look to “fill the gap” to maintain business as usual. In some instances, this can work. Yet a vacancy offers an opportunity to reassess the scope and goals of a role, team structure, and alignment with long-term organizational priorities. This evaluation period also provides a unique opportunity for employers to consider the organization’s long-term talent strategy and succession planning. My colleagues Andrew Chastain, Susan Snyder, and Megan Hay emphasize the importance of focusing on “roles rather than individuals.” As industries such as healthcare continue to undergo major change, it is important to focus on the skills and competencies that will add significant value over time rather than what may have worked in the past. Succession planning helps employers realign roles for strategic impact, identify internal leaders poised for growth, and inform a successful executive search.
In speaking with executive candidates, one of the most common sources of frustration is a lack of clarity around the role and its importance to the organization’s future. Employers must create this clarity before beginning an executive search. Failing to properly define the scope and deliverables could result in less engagement by high-caliber candidates who are satisfied in their current employment. This pre-work may seem insignificant, but it considerably enhances the candidate experience.
Engage and align key stakeholders early.
Providing a great candidate experience requires engagement and alignment among key stakeholders. When I partner with clients on their executive searches, we begin with a series of intake discussions as part of the discovery phase. These discussions are both information-gathering but also consensus-building, ensuring alignment across teams and departments. Gathering input from key stakeholders also allows them to feel more engaged. It gives them skin in the game. When engaging stakeholders, it is critical that hiring managers clearly communicate the role each individual will play in the process as well as articulate who holds decision-making authority.
Hiring managers should know if others impacted by the hire are viewing the role through the same lens. If not, there is a need for additional discussions before proceeding with recruitment. This is important because, as candidates advance, they are exposed to a broad range of stakeholders and will be listening for consistency in goals, priorities, and challenges. A lack of alignment sows doubt in candidates and could hamper the successful recruitment of an impressive candidate.
Map out the process but remain nimble.
Most, if not all, candidates will want an understanding of the search process, timeline, and expectations. A typical executive search spans four to six months and will involve a meaningful time commitment from candidates who are also balancing professional responsibilities and personal obligations. Mapping out the process in advance helps to set and manage candidate expectations. As candidates consider factors such as time away to interview, notice periods, and potential relocation, having a clear timeline for the hiring process helps them plan.
Hiring managers can partner with their search consultants to build an effective process that defines key dates for candidates, and for internal stakeholders who must allocate time for interviews and deliberations. As in any process, it is important to have some flexibility. I can recall many instances where organizations had to modify their timing to actively recruit and land a rockstar candidate. Executive-level candidates are more constrained in their schedules; clinical leaders, for example, require flexibility due to their patient obligations, an unexpected visit by The Joint Commission, or a major patient safety event.
Provide timely feedback.
It is imperative that hiring managers provide transparent and timely feedback throughout the search process. Of course, there are many elements of a search that are confidential; however, being able to provide timely post-interview feedback and updates throughout the search process are valued by candidates and keep them engaged. Providing transparent feedback and, when needed, “closing the loop” offers candidates valuable insight into the hiring manager’s leadership style and the organization’s culture, both of which are critical for executive-level candidates making major career decisions.
Without timely feedback and communication, candidates often fear the worst, developing negative sentiments about their candidacy resulting in major candidate dissatisfaction. Strong candidates will be patient but it’s in the organization’s best interest to communicate often.
Emphasize company values and culture.
The strongest candidates will be those who value the organization, its purpose, and how colleagues treat each other. In describing and discussing the role and organization, be sure to focus on things like mission, vision, values, and culture. Effectively presenting a role to candidates means going beyond the job description to convey a clear picture of the organization and its culture. Throughout the recruitment process, candidates will closely observe whether their interactions reflect the company’s stated values and culture. Organizations that excel in attracting top talent are those that seamlessly link the candidate experience to the employee experience, ensuring consistency from recruitment through retention.
Maintain confidentiality to the extent possible.
It is impossible to discuss candidate experience without including confidentiality. A breach of confidentiality in the recruitment process, especially at the executive level, could adversely affect not only the recruitment but also the organization’s reputation across the industry. When a candidate expresses interest in a search, they are placing themselves in a vulnerable position. A leak or breach could put their current employment at risk and lead to major negative consequences for the hiring organization’s brand resulting in distrust by candidates across the industry and field. It is vital that employers develop a culture of confidentiality around executive recruitment.
Conclusion: The Candidate Lens
In closing, it is vital that employers prioritize the candidate experience, as it is often the first opportunity for executives to interact with their organization. Developing a great candidate experience is not a one-time effort, but a process of continuous improvement. Each recruitment offers valuable insights that should inform and elevate future efforts. By actively seeking and incorporating candidate feedback, employers can refine their approach, strengthen engagement, and view their organization through the eyes of the candidates they aim to attract.
