Service Offerings From Network Search Partners

Retained Searches
Brings together the expertise of sourcing, selection, customer service and project management to be focused on a specific requirement. Consultation with hiring authority, search plan and detailed description of opening are included. Client is billed as project starts and then at agreed upon intervals as search is under way. Extended guarantees are provided to the client, with one year replacement a standard for full retainer projects. Usual agreements are for 3 or 4 step retainer payments. Critical openings requiring the sourcing and selection of multiple candidates, involving a specific title, are best suited for this option. New clients should note that consultative retainer payments are non-refundable, a standard throughout the search industry.

Hourly Support for Custom Search or Staffing Programs
Several customers, both hiring companies and search firms, have engaged Network Search Partners at an hourly rate to solve specific problems, such as conducting schedule-intensive sourcing campaigns. Quotes and proposals are available upon request.

Top Ten List For Successfully Recruiting Senior Candidates:
A Guideline For The Owner Of An Important Open Job

10. Do unto others…imagine yourself as the person being recruited and treat the candidate the way you’d want to be treated…review your plans and actions with this thought in mind.

9. Accept the fact that if you own, or are the direct supervisor, you are the person most important to the sales process, not HR or an executive search firm or your subordinates…they are just helpers.

8. Screening and recruiting are two separate parts of the hiring process; don’t confuse them…but plan for each to be covered.

7. Don’t confuse recruiting high value outside candidates with several choices (current job, other offers) with interviewing in-house applicants or unemployed relatives….

6. Sell indirectly by showing respect, v.1: plan your personal interview timeframe, prepare questions, and outline your briefing, review resume details beforehand…

5. Sell indirectly by showing respect, v.2: establish a game plan for integrating other interviews into a collective whole, some provide information, others do screening, try to limit repeating the same questions, etc.

4. Sell indirectly by showing respect, v.3: make sure that screening questions are appropriately challenging but not foolishly intimidating, if in doubt refer back to #10 above.

3. Explain why you have been successful at your company.

2. Clearly explain how the new employee can be similarly successful.

1. Don’t invite anyone for an interview whom you won’t greet at the beginning of the day, and see off at the end of the day…if you are important enough to have this opening, yet another meeting or phone call or whatever can wait a few extra minutes…if the candidate does not make you want to interrupt your day, move on to the next candidate…

Most of our clients have at one time in the past wasted a great candidate by forgetting that not everyone on the outside is begging to join their fine organization, or they think a successful company equals a good impression of an individual executive. Interviews are an important opportunity to identify new employees, to network with others in your industry, and to build bridges to your own future success. Don't forget there are two sides to an interview, and never forget there is only one chance to make a good first impression.