Page 27 - PWM2024_DECEMBER EBOOK

BETTER BUSINESS

It’s relevant to say at this point that perspective, recruiters have market
experience is, in Stachini’s view, two- intelligence. In particular, he says
way – that it applies to recruiter as that firms such as his are able to
much as it does to the candidate. She “offer guidance on the market rate
notes that “a consultant who has when it comes rewards packages and
been operating at a high level for a additional benefits”. Beyond that he
significant period will have observed, adds that market intelligence can
monitored and tracked the careers of
many of the current and potential help print companies looking to
C-suite level candidates for relatively expand their service offering by
junior or mid-level positions through entering into another sector – such
to their current roles”. as large-format or packaging – a view
on the move’s viability.
And that helps them find the
right candidates, quickly. Watch for recruitment man-
As to getting an individual to con- traps
sider joining, Thompson makes an Referring back to the Nick
interesting observation: “If a candi- Adderley example, it’s fair to ask how
date has to be in any way shape or can print firms ensure that the per-
form persuaded to join an organisa- son they hire is who they say they
tion, the appointment will not be as are?
successful as might have been Here Thompson says that “it is of
hoped.” He highlights a ‘horror story’
to illustrate what he means. the upmost importance to be thor-
“Most will remember at one time ough in the establishment of the can-
Polestar were one of the largest print didate’s abilities and track record”.
groups in the UK. They had a hybrid He continues: “The printing industry
approach to recruitment in that some is incestuous, so it is difficult for a lie
key appointments were handle inter- to slip through the net, especially at
nally and others between us and CEO level.” To make the process
another recruitment firm. One sen- more foolproof from his perspective,
ior appointment, where they sourced he recommends hiring a recruiter
the candidate directly, only lasted six
And where a specialist recruiter is used to complete the search, then months. The company put the failure that uses a system which is objective
Thompson is of the view that they should visit the company’s offices, tour down to the individual having no rather than subjective so as “to glean
the factory, meet key managers and directors “to get a feel for their culture knowledge of the print sector and information on a candidate’s back-
and how they currently operate”. therefore lacked credibility with his ground, character and track record
Stachini also knows that choosing the right recruiter can be challenging management team.” before an approach is even made”.
but suggests that firms don’t go it alone and instead hire a professional In terms of what a recruiter can do, Fortunately, Stachini considers
recruitment consultant – “a partner in the process not a subordinate; a con- beyond the initial search, Stachini Adderley-like situations to be rare.
sultant with the knowledge skill and experience to be able to challenge the says that “a professional recruiter She too sees the right candidates hav-
board and the brief”. will add value to the process by giving ing a good profile.
For her, one of the key pitfalls of going DIY is that it might lead to a blink- both parties an insight into the oth- As she says, “the talent pool for a
ered approach: “People from within will, not exclusively but largely, be er’s, their values, objectives and CEO role will have been in high-level
indoctrinated in the existing mindsets, perspectives and culture. If the motivations. This avoids any mis- roles for a number of years and so will
board decide that the purpose of the new CEO is to continue as before, this match of expectations and makes the have been effectively in the public
may work. It’s an echo chamber and you will get more of what you already process a lot more productive”. They eye”. Even so, she recommends that
have.” also help with organising meetings
She feels that “a top-flight consultant will have sufficient knowledge and between candidate and client, psy- organisations use the interview pro-
credibility to challenge the preconceived ideas of the board, to make sugges- chometric testing to provide some cess to probe a candidate’s track
tions and highlight outside the box opportunities”. objective insight into the candidates. record and look for verifiable evi-
Of course, like Thompson, Stachini considers industry knowledge crucial And then, when agreement on a suc- dence of performance. Candidates
– “the real value of extensive industry experience is in understanding how cessful candidate is reached, the should be able to back up their
skills will be transferable for candidates not in direct like-for-like roles and, recruitment consultant can formu- claims. Even so, an employer must
sometimes more importantly, that industry knowledge will extend to under- late an offer which is tailored to the take up references – by picking up
standing the culture within different organisations.” individual. And from Thompson’s the phone and having a conversation.

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