Have you read the book or seen the film Head Hunters athriller about a top management head hunter who is also a successful art thief.No doubt all those management recruitment consultants I came across as aDirector would say that the fiction bears no relation to the reality. Well allI can say is the tone of the interview, the attempt to throw you off balance,the importance attached to a hand shake, the way you dressed and thesignificance of how tall you are brought it all back. And the relationship withthe client well that explained a lot.The candidate was nervous, very nervous. His handshakewas weak and clammy. He was wearing ablack Armani suit, a silk tie, a white Paul Smith shirt and a pair of shinnyback hand made Italian shoes. The papers in front of me revealed the candidate camearmed with excellent credentials from one of the top business schools, a spellin a national voluntary organisation and a four year success story as a seniormanager in a medium size Local Authority. Never the less he was very nervous.His forehead glistened with sweat. He took a small sip of water from the glassI had placed in front of him.I’d like you to tell me a little about your life outsideof work. That is assuming you have one. He laughed uncomfortably.”I like tothink so”. Good I said because they are looking for someone who has a good worklife balance. They want someone who will stay with them for a number of years,a long distance runner someone who can pace themselves, not someone who will beburnt out in four years.The candidate nodded and took another sip of water.He was about six foot maybe a little taller and 38 alittle young for the post, which was why he had dyed the hair around histemples with some subtle grey highlights. I made a note on the interviewfeedback form-motivated.All the research shows that the majority of seniormanagers are above average height, it gives them a commanding presence, a lookof authority.Married? “Yes with two children of school age”. And how would you describe your marriage? I left a pausefor him to worry about that one and before he could answer I hit him with “doyou think you will still be married in six years time after spending 80 hours aweek at work?” I could see he was confused this line of questioning didn’t fitwith the earlier statement on the importance attached to a work life balance.Four seconds past before he answered. Which is at leastone too many.” I would certainly hope so “he said with a practised smile butnot practised enough. Poor self image I noted down.Does your wife work?Who looks after the kids if one of them is ill?You look like you keep fit.“Yes I belong to a gym and workout 2 or 3 times a week”.Good answer .Everyone knows organisations want seniormanagers who are not going to have heart attacks.I don’t aim to recruit the best candidate but the one theclient will like the best. My reputation and that of the firm is based on beingable to come up with someone I know the client will like. Oh, I will give thema short list of “good” people all of whom could do the job but I will recommendonly one. The others are there to flatter the client to show that there is alot of interest from able and experienced managers for a post in theirorganisation. The client always likes to see one or two candidates from bigorganisations or people already operating at this level - which of course iswhy I advised them to offer more money. My success depends on being able toidentify the real client the one who will really be making the decision. Insome organisations that is the chief executive in others it is the leader ofthe council or chair of the board. My particular skill is working that out. Blair McPhersonauthor of Equipping managers for an uncertain future and People management in aharsh financial climate both published by www.russellhouse.co.uk
