Executive Search

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Retained and Contingency Executive Search

In this ever-tightening job market, good talent is literally becoming harder and harder to find. If you would like to increase the quality of your recruiting services while finding the right talent at e-speed, please feel free to fill out the job form below.

Strategic Search Strategy

My initial consultation is designed to gain an intimate understanding of my clients company philosophy and current position needs. I then utilize a "Performance Profile" to assess the requirements and scope of the position to be filled.

My goal is to smooth the way for my clients and the candidate--from defining the job to preparing the interviews, from easing negotiations to help in hiring the right candidate and making it a win-win situation.


  • Interview hiring manager for clarification of real needs using a "Performance Profile".
  • Pre-screened resume collection and comparative candidate profiling utilizing"Critical Values Analysis".
  • Perform in-depth interviews with potential candidates.
  • Detailed reference checks and educational degree and (or) accreditation verifications.
  • Arrange and coordinate interview schedule.
  • Prepare and counsel candidates for interviews by clarifying company needs, culture, organizational fit, hiring authority personality, etc.
  • Debrief candidates and client after each interview, assessing strenghts, weaknesses and incompatibilities.
  • Coordinate and work with my client to make offers and set the stage for acceptance.
  • Reconcile any differences with successful candidate to smooth the way for offer acceptance.
  • If relocation involved, assure candidate is aware of the details in the new location:Realtors, Chamber of Commerce, moving companies, etc.
  • Assist successful candidate in cleanly terminating current position.
  • Follow up after placement to assure new employee integration.
  • A replacement period for each new employee.

Establishes a Benchmark for Increasing Your Chances of Finding the Best Candidate

The Superior Performance Profile moves away from the conventional job descriptions. Normally, job descriptions have a list of requirements and a set of minimum levels of experience and education that will establish a safe zone for the hiring manager. The traditional job description defines the person doing the work whereas the performance profile defines what a candidateneeds to do on the job.

We believe that to find superior candidates, you must first define superior performance.Rather than making a list of requirements you think are needed, determine what results you expect from a top performer.The way you win is by defining the expectations and using that in the interview to probe and understand whether the candidate can get the results desired. Then, finding the right candidate means finding someone who has a proven track record, through similar experience, that he or she can deliver the results that are most important to you. We find that past performance is the best way to evaluate future performance.

Here are some questions to use in the interview that will help determine top talent.

  • What are the three most important duties of this job?
  • What tasks or challenges have the highest priority? When do I want them completed?
  • What objectives have I set for this new hire in the first 3-6 months? What obstacles are there to achieving them?
  • What is the #1 result I want in the first 12 months?

When you have answered these kinds of questions, you will have a clear understanding of what you expect the new hire to accomplish.

With this shift in strategy, you will:

  • Focus on your real needs, without having to rely on imagined requirements.
  • Communicate your needs clearly and identify what the candidate needs to do to be successful in the position.
  • Simplify the interviewing process by uncovering candidates’ achievements that indicate that they can deliver the results you expect.
  • Hire someone who clearly understands what is expected of them.

Finally, candidates are more likely to accept jobs where the expectations are clearly defined. The Performance Profile does this. Understanding expectations is a top motivator! Using the Performance Profile as your interviewing tool is a win-win situation.


Over the years, many of our clients have asked us for suggestions on the best way to interview candidates. In today's world it is important to have effective interviewing skills for both the employer and the candidate.Here are some easy-to-follow techniques and procedures you can use to improve your interviewing skills.


Interviews invariably interrupt your daily routine and throw you off schedule. Worse, if the process gets stretched out over a period of weeks, your recollections of the first people you interviewed are vague and the best candidate may have taken another job.

Try this: Block out time -- an afternoon or whole day -- to conduct initial screening interviews of several candidates. Shut out all interruptions and limit your interviews to 45 minutes. That way you can make immediate comparisons and save the lengthy "Cook's Tour" for the one or two finalists.


Interviewing can be a difficult task because judging the talents and abilities of people is very subjective. And when you add personal chemistry and motivation to the formula for finding the right person, the selection process can become downright intimidating.

Approach the process without preconceived ideas of the "successful candidate." There is no magic in "a minimum of 5 years experience" or a certain kind of degree. They are only artificial benchmarks that serve to complicate the process with criteria that may not be necessary or even relevant.

Try this: Focus on a performance based interview which will determine assessing past performance and determining job competency.


You must accomplish three objectives in an interview within a limited time period (it shouldn't be more than an hour at most):

  1. Uncover the experience that qualifies the candidate who can do your job
  2. Evaluate the personal chemistry of the candidate to match your company's values
  3. Sell the candidate on the opportunity with your company

That's why it's so important to know what you are going to ask in the first interview, and to be sure that you maintain consistency by covering the same ground with all of the candidates.


In order to achieve your interviewing objectives you need to ask questions that are performance based to go along with the Performance Profile. These questions go hand in hand with the Performance Profile and are fact finding based. This will help establish if the candidate is the right candidate for the job.

  1. Before you meet any candidates, write down a series of questions about professional experience, technical knowledge and career accomplishments you wish to know about each person.
  2. They should consist of Assessing Past Performance, Team Leadership, Determining Job Competency, Unlocking Character/Values, Revealing personality and cultural fit.
  3. Have them typed (leave space between questions to write in answers) and duplicate the form.
  4. (Contact us for more details about Performance based interview questionnaires)
  5. With your Performance based interview sheet in hand, you should be able to get the basic information you want from each candidate.

DON'T DISCUSS MONEY on the first interview unless you are ready to make an offer at that time. Discuss compensation AFTER you've determined that a candidate CAN DO THE JOB.


If you like what you've heard in an interview, be sure the candidate leaves enthusiastic about the opportunity with your company. Whether you intend to make an offer immediately or will need to refer the candidate to others for additional interviews, don't assume that candidates are eager to go to work for you! If you like this person, chances are other employers will be favorably impressed also, so you need to highlight the benefits of working for you.

Try this: Emphasize positive points relating to your industry, company, position and job environment and values.

  1. Industry-- What are the forecasts for growth in your industry? How about industry stability? Is it a cyclical industry?
  2. Company -- How does your company compare with your competitors? What was your growth for the past 3-5 years? What are your projections for the next 3 years? Why should those goals be achieved?
  3. Position -- If the position is available because of a recent promotion or company growth, that's an important selling point. What will the candidate gain in career growth? What is the visibility of this position and its impact on the company?
  4. Job environment and values -- What are your corporate values? What tangible evidence is there that your corporate values are being achieved? Describe your physical facilities.


There is no such thing as the perfect candidate. That's why it's so vital to remain focused on the critical job duties throughout the interviewing process. As soon as the interview is concluded, while the meeting is fresh in your mind, summarize your thoughts about the candidate.

Try this: Prepare a simple balance sheet to record your reactions. Headline the left side "Reasons for Hiring" and the right side "Reasons for Concern." Don't be surprised if the person you like best doesn't seem to fit your original idea of what you wanted. In fact, that kind of conclusion may indicate that you successfully established your real needs and made the best use of the interviewing process.

A final word of caution. The best candidates have several options -- only one of which is joining your company. When you find a person you like, cut the red tape to accelerate the hiring process. Unnecessary delays often send the wrong signal to a candidate. If your best prospect becomes disenchanted and loses interest, then your screening time and skilled interview techniques have been wasted.

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Cyndi Katz will call you to discuss your company's needs in detail.

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