CASE
FOR BUILDING INTERNAL
EXECUTIVE SEARCH
By Bob
Worley, The Worley HR Consulting Group, IACPR
At-Large Chapter
This
article was published in IMPACT, a publication of the International Association
of Corporate & Professional Recruitment (IACPR) – Summer 2000
Companies are beginning
to take a serious look at forming internal executive search capability.
With the acquisition of top-level talent being a critical core responsibility
for Human Resources, this makes good sense. If the current and projected
use of external executive search services is large enough and you desire
to improve quality, then there can be a valid business case for building
an internal executive search function.
There are several
competitive advantages with an internal search group. As both employees
and shareholders of the company, the internal group has a vested interest
in securing the best talent to help advance the organization's performance.
With only one client, your corporation, they cannot afford to fail in
delivering top service. Internal search resources focus to a greater degree
on providing stellar service in completing assignments. They are not distracted
by marketing and business development to the same extent as external firms.
Internal search groups
are free from the “blockage” issues that are inherent in all external
firms. You want the best people and an internal group provides access
to the total marketplace. The only way to cover the entire market when
using external firms is to engage two or more firms that do not have overlapping
relationships. While you have to be sensitive about targeting your company's
key customer organizations or competition, this is also a concern with
external firms.
Living in the company
every day provides the internal group a better understanding of your corporate
culture and each major business unit's mission and strategic plan. They
have a unique perspective when assessing candidate fit, and this enables
them to more effectively sell the candidate on the company. Lastly, the
internal team has to live with the results of its work.
Companies considering
internal search need to start by asking a few basic questions. How satisfied
are you with the quality of talent you are getting from your current search
firms? How fast are the firms presenting candidates whom are ultimately
hired? What is the current completion rate for external searches? How
successful are you in retaining these executives after two to three years?
What are these services costing your company?
The primary drivers
for starting an internal search group should be to improve the quality
of executive recruiting performance, to improve completion rates, and
to improve your success in attracting great talent to your company. Ultimately,
you will have greater control over the recruiting process when you can
continually refine and customize the process to meet your needs and the
needs of the candidate marketplace. Through the creation of an internal
search group cost savings emerge from lower overhead and reduction in
expense for marketing and business development. Cutting costs, however,
should not be the primary driver; done the right way, you will add immeasurable
value. A recent Watson Wyatt study of more than 400 corporations showed
that a great recruiting function can increase a company's market cap by
10%.
An internal
search practice should not be expected to be the exclusive provider; you
will still need quality relationships with a few external search firms.
Executive search needs to be integrated with your overall recruiting strategy.
To win the “War for Talent”, internal search needs to be approached as
a specialized recruiting function; it is fundamentally different from
high volume staffing and employment work. My advice is to start small,
hire people who know and come from the search business, operate it by
mirroring the processes of a quality search firm, and follow the AESC
Professional Practice Guidelines. Let the success of the business and
service demand drive the growth and infrastructure of your internal search
group.
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