We’ve been privileged to work with thousands of companies across more than four decades of executive search experience. Through those relationships and experiences, we’ve learned a lot about what it takes to make a successful, long-term hire and sustain lasting industry relationships.
Often, hiring managers aren’t sure what to expect when they first speak with us. We asked our consultants what they ask clients at the beginning of a search, and they shared these 10 questions:
1. Tell me about the company.
It might seem obvious, but in order to effectively represent a client company in the market and sell the opportunity to potential candidates, recruiters need to be deeply familiar with the company’s makeup, market position, and culture. So, we typically open with an introductory question like this to cover a wide range of information, ranging from a company’s “bio” (company size, office locations, revenue, number of employees, industry sector, etc.), to a more detailed understanding of what it’s like to work there.
For example, we might ask: “What type (and size) of projects are you working on?” “What are your plans for growth and the company’s future?” “What short- and long-term goals (volume, market expansion, etc.) is the company working toward?” “What are 2-3 words that describe your company culture?” The more we know about a company, the more we can share with candidates to pique their interest in the role.
2. Tell me about the role.
Once we have a solid big-picture understanding of the company, we do a deep-dive into the specific role we’re working to fill. If there’s a position description, that’s a great resource for us. If there’s not, we can help put one together to give candidates as much data as they need to make an informed decision about whether it’s a good fit for them.
Some of our most common questions include: “What does a typical day look like in this role?” “How does this role fit within the organization?” “What is the culture of the team/division in which this position operates?” “What qualities does someone need to fit in with the team?” “Is there room for growth?” “What’s the compensation level (including base salary and any benefits) for this position?”
3. Why is this role open?
It’s important for our consultants to understand the circumstances of the job opportunity. Each job search is designed to address a particular pain point for the company, and knowing those details can help us identify candidates who are best qualified and motivated to meet the company’s needs. In addition, if a company is experiencing high turnover rates, knowing the reasons why can help us find candidates who will be a long-term fit.
This line of questioning might include: “Walk me through the tenure of some people who have left recently. Is this a new hire or a replacement? In what ways is the current person in this role failing that you want the next person to succeed?”
4. Why would someone who is currently happy and making great money want to quit their job to come to work for you?
While there are plenty of strong candidates who are actively searching for new roles, much of our candidate base is passive – meaning they’re already steadily employed. It’s our goal to bring the best possible candidates – active or passive – to the table, so we need to know your company’s strongest selling points.
Think about questions like: “What are the things that are attractive about the position that I should use to pitch it in the market? Why would someone great say yes to this role? What separates your company from your competitors?” We might also ask for details on what sold you, the hiring manager, on working for the company. “What’s your background? How did you come to the company/to your role?” Those personal narratives can be very effective in the recruiting process.
5. What does a successful hire for this role look like?
When it comes to finding the right person for a role, we start at the beginning: What does it take to do the job well? We cover both the technical and nontechnical aspects of success: “What hard skills (technological aptitude and specific hands-on capabilities) and soft skills (like attitude, disposition, and leadership style) are required?”
But defining a successful hire goes beyond understanding the position description. We also ask about ideal companies and/or professional experiences that a candidate could have in their background. “What are the key traits you’re looking for in a candidate? What is your absolute top ‘wish list’ for a candidate’s background, project experiences, culture fit, etc.?” Then we take the critical step of narrowing the focus: “Of that ‘wish list,’ which items are the most important to you?” And from a logistical standpoint, we also want to understand how much you’re willing to invest in the best-fit candidate: “Would you pay relocation for the right candidate if the person isn’t already local?”
6. What does success look like at your company?
Once we’ve defined “success” for the hire, we need to understand “success” within the company as a whole. “What does success in this role look like 12 months from now?” This kind of question helps us understand what will be expected of a candidate beyond the initial “new hire” period, so we can appropriately set expectations and identify candidates who are motivated to meet the goals you’ve set. It’s also important for us to know how success is rewarded: “If a candidate is successful in this role, are there pathways for financial and career growth within your company?”
7. What have you done to fill the position yourself?
By the time a hiring manager comes to a third-party recruiter, they’ve often already invested time and effort into filling a role on their own. By learning which steps have already been taken, we can make sure we’re maximizing our value and avoid repeating unnecessary steps.
We might ask: “Are there internal candidates? Which potential candidates have you already spoken to? How many relevant resumes are you receiving per week? How long has the search been going on?”
8. What has been your prior experience in working with a recruiter?
Working with a recruiter is not a “one size fits all” experience. Whether we’re a hiring manager’s first recruiter call or they’ve had decades of experience with other firms, it helps us to know what their experiences have been like and what their expectations are. By opening clear lines of communication and making sure everyone’s expectations are aligned, we can help ensure a successful recruiting partnership.
Some of our questions might include, “Are you currently working with other recruiters? Why are you using a recruiter? Do you have a preferred recruiter that you trust more than the rest? Do you understand our fee structure? When I find good candidates (for this role or in general), do you want me to give you a heads up?” From a logistical standpoint, we also discuss any competitive, partnership, or market considerations that could impact our recruiting approach.
9. What is your urgency/timeline?
Timing plays a critical role in a successful hire. One of the most common ways companies miss out on top candidates is when the hiring process drags on and momentum is lost, which can cause candidates to lose interest or accept other offers. Early on, we work to understand the hiring team’s anticipated timeline so we can set expectations accordingly.
For example, we could ask: “Tell me about your interview process. How long do you expect this process to take? Are you ready to make a hire today if I find the right candidate?” Communicating throughout the hiring process is closely related to the issue of urgency, so we also like to ask, “What are your communication expectations? What’s your availability for communications, interviews, etc.? What’s your preferred style (or form) of communication: phone calls, texts, emails, video chats, etc.?”
10. Who is involved in interviewing/hiring?
Finally, it’s important for us to have a specific picture of who is involved in the hiring process, from the first interview through the final offer. The more people who are involved, the more complicated it becomes to coordinate schedules and confirm decisions, so having that information available up front helps us to be prepared and streamline the process as much as possible.
Some of our questions could include, “Do you have full buy-in from the hiring team for this search? Is this search/hire approved by all the necessary authorities? What is the culture of decision-making at your company?”
For us, matching the perfect candidate with the perfect opportunity is the goal of every search – but it’s not our only goal. We want to become true recruiting partners to our clients. By asking these 10 questions, setting clear expectations for timing, quality, and communication, and helping hiring managers grow their companies, we hope to build relationships with clients that last far beyond one hire.
