Some organizations expect very little from their search firms and receive very little in return. Others have great expectations and receive superior results.

No company, of course, would fax technical drawings of a new product to its advertising agency with the instruction to return in several weeks with a memorable ad campaign. And no company, faced with a wrongful termination suit, would fax the complaint to a law firm with the instruction to go win the case.

In the case of the new product introduction, the advertising agency would spend weeks at company headquarters and its product development labs learning everything possible about the product -- including its advantages over competition, intended customer base, volume objectives, pricing structure, market-research results and so forth. In the case of the wrongful discharge suit, the defending law firm would interview everyone involved with the termination and would discuss legal strategies with company attorneys and executives.

Yet a number of companies that gladly meet with their ad agencies and law firms attempt to procure their most important product – people – by faxing position descriptions to recruiting firms. At the lower end of the search business, these came to be known over time as "job orders," a term suspiciously similar to "purchase orders." The false implication was that people could be requisitioned like paper clips.

Years ago, many organizations felt a step ahead of the competition if they had written descriptions on hand for most positions.

A good job description, in fact, does provide an understanding of the position’s duties, generally as performed by the current incumbent. For example, an accounting department manager might oversee the timely preparation of financial statements, supervise the payment and collection of accounts, and manage a staff of five professionals and two clericals.

That same job description, however, provides no insight into any problems the department may be having (such as the collection of delinquent accounts), challenges looming on the horizon (such as the accounting integration of a newly acquired subsidiary), organizational concerns (convincing line managers to provide timely reports), etc. Nor does it provide insight into the corporate culture in which the manager must function, skills lacking in those who have held the position up till now or changes that company management would like to see the next incumbent make. Indeed, many of these issues may be less than clearly understood or articulated.

The effective search consultant, like a good physician, must diagnose the problem before recom-mending the proper cure. That usually requires access to key executives and managers who supervise or interact with the open position.

Even in corporations that channel all search and selection activity through the human resources department, wise HR managers open doors to search consultants, as opposed to shutting them. With a pantheon of responsibilities ranging from compensation and benefits design to organization development and training, HR professionals realize that they personally cannot be the ultimate source of every piece of information on every job throughout the company.

Knowledgeable search consultants expect three things above all else from their client contacts: candor, cooperation and commitment to an effective search process.

Candor means that the consultant at all times will receive all information and changed information that may affect the successful outcome of the search. For example, if a client company’s CEO one day decides to bet the company’s future on e-commerce, that is vital information in the search for a new chief marketing officer.

Cooperation means that the client will be available to the consultant and responsive to his or her needs. In today’s environment of multiple job opportunities, it is especially important that issues and questions can be promptly resolved.

Commitment means that the client not only is dedicated to filling the position, but also supports the process that will make this happen – including the timely interviewing of high-potential candidates and the equally timely extension of an employment offer.

In turn, clients should expect the complete candor, cooperation and commitment of their search consultants.

Trust is a two-way street, and it stems from the mutual honesty and respect that close working relationships engender. Good clients never farm out search assignments to just any firm that calls; rather, they cultivate a close and continuing relationship with one or two firms who speak their language and consistently deliver superior results.

Just as good advertising agencies develop superior ad campaigns and good law firms provide top-notch legal representation, good search firms identify and attract the caliber of people who will help your company or unit meet its goals. To separate the wheat from the chaff, ask the following kinds of questions:

1. Does the firm specialize in my industry?
2. Have they taken the time to get to know me – and understand my needs?
3. Have they explained the process they will use to conduct the search?
4. Do I feel personally comfortable with the lead search consultant?
5. Will the firm represent my company to job candidates in a highly professional and confidential manner?
6. Will they provide a high level of value-added service and remain in close touch throughout the search process?
7. Am I confident they will deliver results?

The more time up front that an employer spends in selecting the right firm and providing all information relevant to the search, the faster strong candidates will be identified and a final offer of employment extended.

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Ó 2000 SRA International, Inc. All rights reserved, including electronic reproduction or alteration. This SRA Update is published for the clients of Sanford Rose Associates.