HR Professional - October/November 2008 - (Page 48)

I N T ERV I EW speciﬁcations of the job, or, to an alarming degree, the organization isn’t properly supporting and integrating the executive once they are in the role. Companies must understand the seriousness of social and political dynamics within the organization and should give new hires a cultural roadmap to who the decision-makers and inﬂuencers are in the organization. Most organizations don’t do this, so it’s a sink or swim mentality with the underlying assumption that executives will learn the ropes for themselves. Companies are paying a huge price for their executive failures. This is also because the new hire hasn’t been given performance feedback. If they make missteps within their ﬁrst few months on the job and are never told about them, they will make more missteps. It’s far better to share concerns because it gives them actionable behaviour to do something about it before they get ﬁred or decide to leave. HRP: What kinds of tough questions should HR ask recruiters? JMC: It’s important to understand the recruiter’s credentials. Are you using a generalist or specialist recruiter or ﬁrm? What work have they done in your market space and at what levels? You also want to understand their engagement terms. What’s the guarantee on the search— six months, a year? How do they treat expenses? Do they bill for direct expenses or indirect as well? Some recruiters pass on the ﬁrm’s overheard to their clients. And ﬁnally, ﬁnd out who is going to do the work—making the initial sourcing calls, interviewing and assessing candidates—and who is accountable for the outcome during the course of the search. So when the CEO barges in and asks, “What’s the progress, where are the candidates?” you have someone to give you the answers. HRP: Tell me about the off-limit rule. JMC: Recruiters guarantee their clients they will not lure people out of their organization to other clients. Essentially, the larger the search ﬁrm, the more prohibited they are from searching talent from organizations. Most companies don’t know this and hand the search over 9:46:22 AM More than a one night stand Introducing the extended-stay program at Toronto's premier luxury hotel Why settle for limited-service furnished apartments? Live in the ultra-hip SoHo Metropolitan for months on end and enjoy 24/7 hotel services with added comforts geared towards extended stays. Features like a 6-appliance kitchen, stocked fridge, in-suite laundry, and a fullyequipped ofﬁce, now within a budget consistent with long-term visits. 318 WELLINGTON STREET WEST TORONTO CANADA 416.979.4504 soho.metropolitan.com prime downtown address • les clefs d’or concierge • celebrated restaurant • 24/7 hotel services • indoor pool • in-house spa • ﬁtness centre O b 376961_SOHO.inddc t o 1 e r / N o v e m b e r 48 2008 4/2/08 HR P R OF E S S I ON A L

Table of Contents Feed for the Digital Edition of HR Professional - October/November 2008

HR Professional - October/November 2008 Contents Editor's Letter Contributors Leadership Matters Upfront Legal Compensation Human Capital Talent Management Murphy’s Law Wise Counsel On Message HR 101 Interview with Joseph McCool Off the Shelf The Last Word

HR Professional - October/November 2008

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