Recruiting executives: Why it’s important and how to do it right

While every employer eventually becomes familiar with the challenges of recruiting a great team, recruiting executives is an entirely different ball game with all kinds of unique problems to be overcome.

In most cases, you won’t want to publicly advertise that you’re recruiting for senior management positions. Doing so risks giving others (both your competitors and your current employees) the perception that your company isn’t stable. While it’s always worth looking at the talent you already have available, it isn’t always possible to find and promote the right individuals from within your own ranks. That’s why most employers prefer to look for executives from within their private networking circles. A personal recommendation is always best.
But there are plenty of challenges from the candidate side as well. Most employers will search for executive talent discreetly, but not many people constitute a perfect fit for these specialized positions. It’s difficult to find the right talent in such a small pool of candidates. Even harder is finding a candidate in that small pool who is a personal fit to the DNA of your company.

But don’t give up.

Recruiting the right executives and senior managers is one of the most important keys to running a successful business. As any organization grows, it’s crucial to create a stable hierarchical structure that will maintain an efficient workflow that allows for further growth.

More than that, managers and executives have responsibilities well beyond their day-to-day technical work. The manner in which they choose to lead their workers impacts the entire company and how it is perceived externally. Everyone needs leaders and mentors both in their personal and professional lives; managers fill this role, and it’s not uncommon to hear of an employee who stays at a job thanks to a well-placed manager.

So, how are you supposed to go about recruiting great managers?
We’ve talked about the challenges of recruiting for management positions, challenges that arise repeatedly, especially during phases of significant growth and development. Here’s what we suggest you do:
  • Internal promotion – With the right opportunity, it’s best to promote someone who has already been working hard for you, especially if they already hold management positions. This helps employees feel valued and that they have a future with your company, while you know exactly what you’re getting. You’re also more likely to get a manager who is already a great fit to the DNA of your company this way, not to mention you might be able to save weeks or months of recruitment efforts. These advantages mean that it’s always best to at least pause and consider this option before moving on to the others.

  • Networking – In most cases, you want to be discreet about hiring managers and executives. Networking is a great option to meet this need, especially when you utilize the contacts of your existing management. They are likely to know others like them who might be a good fit for your company.

  • Head hunting – Most companies won’t be able to entirely escape the work of sourcing, a targeted search for candidates according to parameters established beforehand. Utilize the profiles of key players in the company. This will help particularly with increasing response.

  • Hang out in the right places – There is no lack of professional get-togethers these days. Beyond networking and building business relationships, these meetups are great places to try and find the one candidate you’re looking for.

  • Get help from specialists – If you feel like you don’t have the time or knowledge you need to do the head hunting yourself, it’s worth turning to an external company that specializes specifically in recruiting for managerial positions.

We’ve already gone over that fact that hiring the right managers and executives is critical for your company. Don’t spare any expense of time or money and don’t settle for mediocrity; it’ll cost you more than if you did the right thing in the first place.


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 more changeable, more engaged and better equipped for creating a better future.