Specialist approach in Executive Search

In certain countries, usually the larger ones, Executive Search Consultancy tends to develop in specialised fashion around restricted group of activity sectors (financial services, cars, bioscience, chemical, energy, etc.) and given functional area (commercial, financial, new technologies, engineering, etc.).

On the other hand in other countries, as a general rule the smaller ones, companies tend to adopt a more mainstream approach. Rather than a voluntary technical option by one or other of these approaches, their choice seems to be determined by the size of the market.

The "specialised" approach to Executive Search places emphasis on an indepth knowledge of client business (company and sector) and in the capacity for critical analysis of the personal and professional curriculum of the Executive.

We believe this approach has several advantages.

From the very outset because the Consultant, who is very familiar with the business sector and with the client himself, is in a better position, at the mission presentation briefing, to understand the need and, in an intelligent fashion, decode the request and reformulate it, taking into account the offer of the market in which it finds itself.

Secondly because, in line with the line of business concerned, he knows perfectly well how to restrict the "hunting field" and see to the surveying of the sector and of target companies. On the other hand, the Consultant is in a good position to assess the need to expand their research to sectors outside the "traditional hunting ground".

Thirdly, recognition on the Consultant by the Executives as a primus inter pares fosters the favourable acceptance of the proposal and a deeper dialogue, affording better guarantees of suitability for the company.

Fourthly, as he/she is a specialist in the sector, he/she finds it easier to understand and evaluate the Executive, namely in terms of the responsibilities taken on, the strategies set out, the plans drawn up, the objectives achieved and the framework and constraints of the business at any given time. These factors, gathered in dynamic, dialectic fashion, constitute de facto major, relevant success indicators.

On the other hand, as it has a vast knowledge of the clients business (size and sophistication of market, competition, products, brands, past evolution and future trends, threats, opportunities,...) and of the Executives (curriculum, experience, motivation, values, specific contexts,...), it is possible to establish a critical, realistic dialogue with the latter, convincing them to accept proposals which provide added value and which signify a logical stride forward in their career development.

The fifth advantage relates to the most effective support which can be provided to both parties based on an in-depth knowledge of the company and its business in line with the post in question and the Executive and his/her career.

This support can be put into effect through the decisionmaking process, anticipating evolution and adaptation scenarios, the potential to develop and loopholes to be overcome, also contributing to the optimisation of integration as well as future development.

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Source : EMA NOVO 1/04, written by Francisco Ricardo from EMA Partners Portugal. 2004

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