| As a retained executive recruiter, I read many | | | | athlete". The goal for many is to identify the |
| resumes and speak to talented executives daily. One | | | | specialist that can walk in tomorrow and add value |
| of their key challenges is to determine how they use | | | | relatively quickly. |
| their many talents and interests in the future career | | | | For example, many of our clients hire us to source |
| pursuits. While there is a desire to be broad and keep | | | | marketing talent. If we have a client in the services |
| "all options open", the better path is to decide on a | | | | industry, they will evaluate candidates from a range |
| path and stay focused. | | | | of industries. However, they will tend to choose |
| This challenge of choice applies to many executives | | | | candidates with recent services experience over |
| regardless of industry or functional area of expertise. | | | | candidates with recent "product" experience. |
| For example, many executives with ten or more | | | | Additionally, there is a tendency towards hiring talent |
| years of experience have worked in different | | | | at a level in which they have demonstrated |
| functions and/or industries. They have had a variety | | | | excellence. Most employers will not hire talent to |
| of roles and parts of roles that they have found | | | | "promote" them to a higher level. The interest is |
| stimulating, challenging and rewarding. In most | | | | greater for lateral moves. I believe eventually, there |
| instances, there were pieces of roles that they would | | | | will also be a greater acceptance of talent that is |
| like to put together to create the puzzle of the "ideal | | | | open to accepting deflated titles from prior roles. |
| next role". | | | | Many former Vice Presidents may accept Director's |
| This puzzle is from the candidate's perspective. In the | | | | roles in the right circumstances. |
| marketplace, we have to consider both seller (of | | | | The implications for those pursuing opportunities are |
| talent) and buyer. The buyer's view is important and | | | | as follows: |
| begins in a different place. | | | | · Make a decision on the path you will pursue |
| In the current economic climate, we find ourselves in | | | | in your search. This should be skewed towards roles |
| a more conservative environment for investment in | | | | that you've demonstrated excellence in the past |
| capital. From a human capital perspective, there is a | | | | three to five years. |
| tendency towards talent that is "closer in" than in | | | | · Reflect your decision in the objective |
| prior years. Closer in talent are candidates that have | | | | statement on your resume and reinforce it with |
| experience in the industry, level and function for | | | | accomplishments you've had in your career. |
| which there is an opening. | | | | · Your elevator speech and networking |
| Therefore, the buyers of talent are less willing to | | | | efforts should be focused on the one area. This |
| take a risk on someone transferring skills, changing | | | | simplified communication will enable others to more |
| industries or functions. There is a stronger preference | | | | effectively help you in your search efforts. |
| for proven winners within a tighter, narrower view. A | | | | For now, staying focused on one path is the highest |
| premium is placed on hiring candidates who have a | | | | probability route into your next job. Once you've |
| greater likelihood of understanding the business based | | | | joined a new organization, with outstanding |
| on their demonstrated experience in the function | | | | performance, additional opportunities with avail |
| industry. There is less interest is choosing the "best | | | | themselves to you. |