Businesses often retain executive
search firms to identify candidates to
fill leadership positions. Once the
search firm presents its top candidates, it
becomes the client’s responsibility to
assess their credentials. The final evaluation of candidates often raises some questions as clients analyze and weigh each
individual’s qualifications and assess how
well they match the organization’s needs.
For example, they must consider how
much emphasis to place on a candidate’s
ethics, how much faith to put into references, whether to overlook some desired
qualifications, or what might be “deal-breakers.” Clients appreciate the value of a
well executed “due diligence” and reference report.
Smart Business talked to C. Cable
Neidhart, a consultant with TNS Partners
Inc., to learn how clients can complete the
evaluation process effectively and select
the most viable candidate.
What specific criteria are included in a candidate’s background check?
The criteria differs among search firms
and clients. Generally, ‘due diligence’ and
reference checks are customized based
upon a client’s needs and preferences. Due
diligence typically includes factors like verification of candidates’ academic and
employment backgrounds, references,
emotional intelligence, savvy, leadership
attributes, relationship skills, change management capabilities, character developmental needs, and the validation of technical skills. Some clients use formalized
behavioral testing as a component in the
selection process, as well.
At what point in the process are references
provided to the client?
Due diligence activities must be completed prior to the candidate meeting the
client. This includes all academic and
employment verification, thus ensuring the
accuracy of duties, titles, etc., as well as
one preliminary reference. There is often a
direct correlation between the due diligence accuracy and the quality of the can-
didates. Although references can be supplied at any time, they are traditionally performed prior to developing an offer or earlier if the client has some concerns about a
particular individual.
How much faith should clients put into references in the background check process?
References play a significant role. But
they have to be balanced with other components of the background check. Ideally,
search firms will provide a cross-section of
references from internal and external
sources. Regarding work references, we
would talk to one or two of the candidate’s
current or former bosses, peers outside his
or her functional area of responsibility, and
subordinates. Other contacts might
include customers, attorneys, auditors or
other professionals who can evaluate the
candidate’s personal traits, skill sets,
ethics, etc.
Another significant role references play
is in filling the gaps in candidates’ employment records. A candidate might have a
one-year gap as a result of a layoff, acquisition or personal tragedy, and references
might be able to validate that gap. Also,
search firms and clients must be thoughtful about whom they choose as references.
The references themselves have to be as
ethical as the candidates, thus the reason
for ideally having at least two at every
level.
Should clients take search firms’ background
information at face value?
Not necessarily. Remember, the ultimate
hiring decision is the client’s responsibility,
so it is in the client’s best interest to weigh
every factor critically. But it must be flexible in the process. Clients must be willing
to trade off some elements of the position
requirements. Clients have to weigh one
desired attribute/competency against
another when the situation dictates that it
is prudent to do so.
For instance, the search firm may present
a top performer who has an MBA degree
for a position in the finance department,
but the original position description states
that a CPA is required. The client might
accept the MBA because the candidate can
supplant the CPA requirement with experience. Decisions like these make the due
diligence process critical — and explain
why clients have to be somewhat flexible
and open-minded in making the ultimate
hiring choice.
What information detected in the due diligence process will most likely lead to being
a deal-breaker for the candidate?
There is never any excuse for lying or willful misrepresentations. These are immediate ‘deal-breakers’ as would be a lack of
integrity or an inappropriate moral compass. It is critical our candidates’ values are
in alignment with our client’s commitment
to manage its enterprise with the utmost
professionalism.
In the final analysis, ethics, emotional
intelligence, integrity, personal attributes
of a candidate — as well as cultural fit —
are imperative to the overall selection
process.
C. CABLE NEIDHART is a consultant with TNS Partners Inc.
Reach him at (214) 369-3565 or [email protected].
