The Challenges of Executive Search and Cultural Fit

what is currently the biggest challenge for an executive search firm? A frequent response would be the shortage of talent or the lack of certain skills in the candidates. The Great Resignation would also resound. However, I would like to focus on another big challenge that, regardless of the market (with its own economic, social, or political circumstances), is of vital importance and could make a huge difference in terms of the adaptation and permanence of the selected candidates. And, without a doubt, one of the main factors for the long-term relationship between talent search firms and their customers. I refer to it as a cultural fit.

Usually, recruiters or headhunters look for the affinity of the candidates with the companies through in-depth interviews and the application of psychometric and competency tests. They try to match the work style and personality traits with their organizational cultures.

However, Culture goes far beyond work style, the interests of the candidates, or even their motivations. Culture implies beliefs, values, standard practices, and ideologies. It is a whole philosophy that makes that company unique (for better or for worse). It is its essence.

So, what would be the ideal way to measure the compatibility of a candidate with a company? The deep involvement of the recruiter with the client seems to be the best way. The recruiter must have the opportunity to do an immersion in which they not only read the mission, vision, and values in a poster or brochure but also experience the daily reality of that company. Just a day or two of immersion could go a long way in getting a feel for the corporate style by observing the way people communicate, express themselves and get along. Of course, deep and honest conversations with leaders of the company (or at least of the hiring department) should add a lot of information.

At a time when many recruiting firms are springing up, and big headhunters are trying to reinvent themselves, we should be talking about consultative recruiting. Something that really sets the search company apart from its many competitors.

The executive search involves finding a leader. And that leader could be the next example to follow for the team or the one who throws out the window everything gained in terms of integration, communication, and work environment by employees and other leaders. That is the huge importance of personalized service and a deep evaluation of candidates.

It is not that traditional recruiting is not efficient. But we must be very careful about the leadership positions as Culture usually cascades from the top down. It is already a challenge to integrate someone from outside the company, not only because of the learning curve but also due to the adaptation process. Moreover, it will be essential to find the person who can best meet expectations and can demonstrate their compatibility with what positively defines the company to help strengthen the organizational Culture.

We must not only look for suitable candidates by academic profiles and experience. We must look for people who help us build or improve what already exists. It is about finding talent, not just hunting resumes or meeting numbers.

There is no risk-free process in recruiting. What we can do is minimize those risks and avoid unnecessary wear and tear. Trial and error in these cases can be very expensive and not only related to money. The executive search firm will have to apply a service guarantee which implies the use of resources, but the client will have to invest more money and time in another onboarding process and, perhaps, will have to pick up the pieces of a damaged team.

 Relationships between talent search firms and their clients should be long-term and based on trust, which is not easy to achieve. Both parties will have to rethink the kind of service they are willing to give and receive. As Charles Darwin said, those who adapt best to their changing environment have the best chance of survival.