To Be A Good Client
successful partnering between client and search
firm is a two-sided arrangement that requires
substantial measures of trust, chemistry and
professional respect. The client's approach
to this association influences the speed and
outcome of the search process. The single
most important factor is for the client to
understand the process and their part in it.
Clients should follow a clear path towards
Select the right firm for your needs; get
a good fit.
Communication between search firm and client
must be open and cooperative, the relationship
should feel friendly and comfortable. Reflect
on the atmosphere during initial meetings
and conversations with search firms.
Do your homework before meeting with the search
Define long and short term expectations for
the job. Think through key organizational
issues: reporting and working relationships,
number of people new hire will manage, who
he or she will work with most closely.
Assemble your client team.
The client team is a cross-functional task
force that should represent all major constituencies.
A search committee of five to seven people
is ideal; one senior member should be the
designated leader. The client team must agree
on the objectives of the position and be willing
and able to commit time and energy to make
the search effort a high priority. Make sure
the client team members are compatible in
their thinking. Get feedback from the search
firm to identify differences of opinion among
the selection committee.
Develop the search plan with the search firm.
Client team and search firm must understand
the key issues of the position. Provide all
the necessary information. Be explicit about
the chemistry and corporate culture of the
company. Use the expertise of the search firm
to get input on the market, organization,
and compensation. Ruminate on possible issues
that could be stumbling blocks such as style
differences, reporting relationships, unrealistic
expectations. Do not hide information, be
thorough and honest. Disclose both good and
bad, positive and negative aspects of the
job and have no surprises waiting.
elements to define for the job description
criteria by which hired person's performance
will be measured
major issues new person will be expected to
organization charts: including those above,
at the same level and lower level
how many (and what kind of) people will be
current budget of the department
salary including bonus, stock options, stock
purchase or incentive plans, general details
of retirement plan, fringe benefits
Establish high standards in evaluating candidates
but be sensitive to feedback.
Understand the trade-off between the candidate
qualities you require and those you desire.
Don't be impatient with the process. Keep
things moving from the client side: give timely
feedback, schedule regular reviews with the
search team, conduct candidate interviews
promptly, maintain security and confidentiality.
candidates skillfully. Don't window shop but
don't compromise either; keep an open mind.
Don't confuse a candidate's former position
and company with his or her qualifications.
After the search is complete, give the search
firm feedback on progress of the new recruit.
the alliance between client and physician
recruiter requires teamwork. Clients need
to provide access to top management and make
decisions without delay. A spirit of partnership
will go a long way towards enabling search
firm and client to reach their mutual goal.