The profession of executive search consultant (commonly referred to as headhunter) has reached a high level of maturity and sophistication, enabling us to offer a wide range of value-added services — some of which are not always fully understood or leveraged by clients. At times, we encounter clients whose previous experiences were suboptimal due to a lack of understanding of how to select and collaborate with the right consultant.
1. Choose the right firm for your specific need. This requires a clear understanding of the different recruitment methodologies. The tools and approach needed to recruit a strategic-thinking Director capable of revitalizing a mature division with organizational inertia are not the same as those required to launch a biotech start-up or lead a specialized oncology lab.
Another key decision is whether to work with a sector/function specialist or a generalist firm. My advice is to prioritize the individual consultant who will personally manage your search — someone who inspires confidence and is not delegating the assignment to junior staff. A generalist may offer a fresh, “lateral” view of the role, while a specialist should have deep knowledge of the target companies, allowing them to go straight to the point and benchmark effectively against direct competitors.
2. The real value of a consultant is not identifying candidates -as there are hundreds of profiles available on job portals and social media platforms, typically accessed by contingency-based recruitment firms. – Rather, their value lies in:
- Leveraging personal networks and market credibility to access high-caliber professionals who are not actively job-hunting, and connecting with reliable industry references who can provide valuable insights.
- Assessing cultural fit between the candidate and the organization — one of the most common reasons for unsuccessful hires — by analyzing the position’s history, context, challenges, and reporting structure.
- Conducting high-level, insightful interviews. Senior executives with 15–20 years of experience are rarely motivated by junior-level assessments.
- Persuading top talent to consider an opportunity they weren’t seeking, often through real-time executive coaching.
- Obtaining references from superiors, colleagues, and trusted sector advisors in a discreet yet reliable manner.
- Representing your company in the market. A headhunter acts as your ambassador to potential candidates. These are all professional consulting tasks that require experience, finesse, and the ability to engage at an executive level. They are, by nature, craft-based services, not commodities.
3. Don’t delegate your relationship with the consultant. Because a skilled consultant can deliver added value throughout the process, avoid diluting the interaction through intermediaries. A good executive search consultant values your time and theirs. Trust them: it’s rare for a seasoned consultant to waste your time.
4. Leverage their experience when engaging and offering to candidates. Few line managers have the same exposure to talent acquisition dynamics as a consultant, and even HR Directors often lack experience across as many industries and company cultures. The consultant works on your behalf and is fully invested in achieving a successful, long-term outcome for your organization.
5. Always request work samples and references. Reputable consultants admitted to the AESC (Association of Executive Search and Leadership Consultants) have passed a formal audit of methods and procedures, and commit to upholding a strict code of ethics — toward both clients and candidates.
