I assist leaders in the food ingredient sector. May I help you?

My main objective is to find the right candidates that will fulfil business and operational objectives. In general, the kind of talent I am searching for is either extremely technical fulfils a business-critical need, or for whatever reason, an assignment has a high level of confidentiality attached to it.

Usually there is a narrowly defined skills set we must search for and this can be very demanding. As a consequence the research that goes into finding the exact match is quite a slow and painstaking process. I am not complaining, as it’s not unlike solving a cryptic crossword; there is great satisfaction when you crack the clue and the answer fits.

Has 2020 seen potential candidates become more risk averse?

Recently, in my conversations with industry leaders, I’ve noticed there seems to be quite a shift between the incredibly cautious candidates and those who have decided point blank that they are not going to move anytime soon. Covid 19 has demonstrated clearly that ‘last in first out’ is alive and kicking and anyone that has built up collateral in a company is unlikely to want to leave it and take a risk on a new opportunity.

Protectionism is not the key quality contemporary organisations are looking for

This is perfectly understandable. When you get the kind of executive level in which I recruit there is much at stake. Share options can mean that leaving can have some pretty devastating financial consequences. However, you might say that protectionism is not the key quality contemporary organisations are looking from their new hires. Taking quick decisions, having confidence and being open to calculated risk are more attractive qualities perhaps; what do you think? Photo Jill Hayer

A recruiter should be the lynchpin and should be prepared

It is my job, of course, to sell the opportunity effectively. I am the conduit between the business and the potential new hire. That’s why I spend a considerable amount of time at the beginning of a relationship understanding exactly what the organisation requires from a new executive and also the culture and philosophy of the company someone might be joining. I guess what I have seen over the past year are higher expectations from both companies and candidates. That’s why I believe very strongly that the quality of materials given to candidates is so important. One of my USP’s, I believe, is my ability to create top quality documentation to substantiate the conversations I have in the initial outreach.

Many of the candidates I speak to are not looking to move jobs

Therefore, their curiosity needs to be piqued. They need to feel as if they are potentially missing out by not even looking at this vacancy. It’s not unlike those property programmes that show prospective buyers a house they wouldn’t normally have considered. I like to take them out of their comfort zone and prompt them to start asking the ‘what if’ questions. The collateral I create really sells a company as well as the vacancy. People enjoy perusing things in their own time without feeling pressured. What I create is not just a job specification but allows talent to understand the culture, the opportunity and the vision. I don’t just take a brief. Photo: Brina Blum

The future is very bright in some quarters

People may be afraid to move and it’s understanding that in these complex times people may well be risk averse but there are profound opportunities and the clients we work with are often cash rich, well established and have a great set of results. They are not the types of companies that expect anything other than an upward trajectory. They are growing and this represents a really good time to join. My view is, never say never.