HR Professional - October/November 2008 - (Page 52)

I N T ERV I EW the ﬁeld of executive search. It will expand the leadership talent ranks considerably. HRP: Brieﬂy describe the Three Ds of executive recruiting and why being aware of them is critical. JMC: The Three Ds refers to drive, direct and disrupt. This means that the level of sophistication and intelligence brought to the search assignment before it’s even started is going to dictate the quality and consistency of outcomes in executive and management level recruiting. I think it’s important to understand that recruiters are agents of constructive and destructive inﬂuences. They drive demand for external talent because without it they don’t have a job. So, they are constantly marketing external solutions to internal succession challenges, and therefore drive the search for executive talent. They are also directing it because, not only do they convince companies that they have to look outside, they lead the process through which the company identiﬁes and selects candidates for these critical roles. Recruiters have incredible power and inﬂuence. I believe they are the most inﬂuential management consultants working in the world of business today. They disrupt the search for leadership talent because they aren’t aligned with the culture, don’t understand the business strategy, are not diverse and are not bringing innovation to the process. For many reasons, search ﬁrms have contributed to the escalation of executive compensation, the increase of management turn and the perpetuation of an old business model that needs to change to keep pace with all the demands of leadership and organization performance. HRP: What’s the most critical thing HR can do to combat those problems? JMC: Be committed to making the process work. Companies spend a lot of money each year on external recruitment and get disappointing results. Recruiters are often focused on the recruitment process but what most employers believe they are paying for is the performance of that executive once they are in the role. The company can’t get an ROI on the search unless they have a good search process, an effective onboarding process and do everything they can to HR P R OF E S S I ON A L LABOUR RELATIONS EMPLOYMENT LAW WRONGFUL DISMISSAL HUMAN RIGHTS WORKERS’ COMPENSATION OCCUPATIONAL HEALTH AND SAFETY EMPLOYMENT STANDARDS UNION ORGANIZING/ CERTIFICATION PENSION AND BENEFITS CONSTRUCTION INDUSTRY LABOUR RELATIONS INJUNCTIONS WORKPLACE ENVIRONMENT LAW PRIVACY LAW EMPLOYMENT CLASS ACTIONS INVESTIGATIONS OF INCIDENTS OVER 40 YEARS OF COMMITMENT TO EMPLOYERS MANAGEMENT LAWYERS MANAGEMENT LAWYERS TORONTO: 416.862.1616 • BARRIE: 705.727.0808 WWW.SBHLAWYERS.COM Octob 1 356253_StringerBrisbin.indd e r / N o v e m b e r 52 2008 11/22/07 6:58:06 PM http://www.sbhlawyers.com

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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