northsearch

Open Leadership Vacancies: What They Reveal About Your Hiring Strategy

Thu, 20 Nov 2025 04:46:33 GMT

Leadership resignations, sudden redundancies, sweeping restructures…

For all the appeal of a corner office, leadership gaps risk becoming a silent epidemic across even the most respected organisations. It’s not because great talent is hard to find. In fact, with rising redundancies and uncertainty in the job market, the executive talent pool is becoming deeper than it has been in years.

The real problem?

A hiring process that’s fundamentally (sometimes invisibly) broken.

At North Search, we observe this pattern play out time and again: mission-critical leadership roles remain vacant for months, teams are stretched thin, and businesses quietly absorb the financial and cultural fallout as the gap widens.

Below, we unpack 5 reasons this happens and what organisations can do to fix it.

1. The Visibility Gap
Most companies aren’t accessing the full talent market; they’re attracting candidates who are directly visible to them via job ads and job boards, or perhaps by utilising network connections. They fail to attract candidates who might be considering a new position but are not actively applying to vacancies. Job ads only reach a fraction of potential candidates. Key talent must be sourced and engaged directly. Utilising a detailed market mapping process changes that.

2. Hiring at Speed or Waiting Too Long
Balance readiness and decisiveness; don’t rush, but don’t stall. Vacant positions cost an organisation far more than may initially appear, both financially and culturally. Invest in a talent partner to ensure your critical hiring process is strategically mapped and executed.

3. Misalignment at the Top
Internal disagreements slow everything down. Boards often debate what “good” looks like - sometimes for months. By partnering with an exec search agency that runs split briefs, you can test two market hypotheses side by side, then bring back data – rather than opinions - to guide the decision. This replaces debate with evidence. Data-driven briefs bring clarity and inspire momentum.

4. Failing to Share Your Employer Story
Top candidates want to trust in your organisation’s EVP. They don’t want to see bullet points that fail to tell the whole story of who you are and why they should join your organisation. Your employer story must inspire, attract and engage key talent.

5. No Hiring Roadmap
Critical hires shouldn’t depend on urgency. Without a structured hiring roadmap, organisations drift into reactive cycles that undermine stability and succession planning. A clear, forward-looking roadmap aligns leaders, accelerates decision-making, and ensures the business is never caught unprepared.

Long-term vacancies are rarely about talent scarcity. They’re signals of a strategy out of step with organisational goals. The fix isn’t volume; it’s precision. Clear decisions. Better preparation. And the right search partner.

At North Search, we align leadership intent with decisive execution, transforming stalled positions into sustained organisational impact.

Let’s talk about how we can develop your hiring strategy to secure the leaders who will drive your business forward . Get in touch .

You can also book an introductory call here with North Search Managing Director, Paddy.

Breaking Into New Markets - Leadership Matters

Thu, 25 Sep 2025 04:15:39 GMT

Australia’s Infrastructure and Real Assets sectors are evolving at an unprecedented pace.

From renewable energy expansion to large-scale defence projects and innovative social infrastructure initiatives, opportunities are emerging across new markets and regions.

For business leaders, the promise of growth in uncharted territory is exciting, but success hinges on one critical factor: leadership.

Why Leadership is a Game-Changer in New Markets

Entering a new market is more than a commercial decision. It’s a strategic leap that brings complexity, uncertainty, and heightened risk. Whether you’re expanding into a new state, launching a pioneering renewable project, or entering a specialised niche, your leadership team will determine whether you succeed or stumble.

The right leaders do more than manage operations - they translate vision into execution. They navigate regulatory complexities, build stakeholder trust, embed organisational culture, and adapt strategies to evolving conditions. In short, they bring clarity to complexity.

3 Leadership Considerations for Successful Market Entry

1. Industry Knowledge
A leader who understands the nuances of your target market, from regulatory frameworks to supply chain dynamics, will accelerate your entry. In sectors like Energy, Defence, and Social Infrastructure, this expertise is critical.

2. Strategic Vision
Market entry requires leaders who see beyond day-to-day operations. They must anticipate challenges, spot opportunities, and align teams to a shared long-term goal. Strategic vision keeps the initiative on course when the unexpected inevitably arises.

3. Stakeholder Influence
New markets demand engagement with a range of stakeholders: regulators, government bodies, local communities, and industry partners. Effective leaders build these relationships early, fostering trust and goodwill that can make or break a project.

The Challenge of Finding the Right Leaders

Finding leaders with the right blend of market knowledge, vision, and influence is easier said than done. These capabilities are rare and even rarer when you need them quickly.

That’s where executive search comes in. For over a decade, we’ve helped clients in Energy, Defence, Real Estate, and Social Infrastructure secure leaders who not only fit the role but can deliver results in complex, high-stakes environments.

We understand the market, we know the talent, and we know how to connect the two.

Leadership is the Bridge to Growth

Breaking into new markets isn’t just about strategy; it’s about people. The right leader will turn uncertainty into opportunity, building the foundations for sustained growth. Without the right leadership in place, even the most promising market entry can falter.

For businesses ready to expand, leadership isn’t just a hire. It’s a strategic investment in your future.

If you’re preparing to break into a new market, ask yourself: Do you have the right leaders in place to make it happen?

At North Search, we help organisations answer that question with confidence. Let’s talk about how we can secure the leaders who will drive your next market entry, get in touch .

You can also book an introductory call here with North Search Managing Director, Paddy.

Leadership Diversity Hiring: From Metrics to Meaning

Thu, 21 Aug 2025 05:02:54 GMT

As executive search specialists, we often see diversity in leadership reported as a percentage: How many women sit on the board, or the proportion of leaders placed from underrepresented groups. While these figures are important for accountability, diversity should not be solely dependent on metrics.

To create a lasting impact, diversity needs to be an embedded organisational strategy (not simply a tick-the-box exercise).

Why Leadership Diversity Matters

When done well, diversity-based hiring decisions can transform how organisations perform. Based on our experience across industries, the advantages are clear:

Enhanced creativity and innovation
Teams that bring different backgrounds and perspectives generate broader ideas and more innovative solutions.
Better decision-making
Diverse leadership teams challenge assumptions, reduce groupthink, and make better-informed choices.
Higher employee engagement and retention
When employees see themselves reflected in leadership, they’re more likely to feel valued and committed to the organisation.
Deeper market insight
Diverse leaders better understand the needs and expectations of varied customer segments, creating sharper strategies and more relevant organisational offerings.
Stronger financial performance
Multiple studies reveal that organisations with diverse leadership teams consistently outperform those without.

Moving From Metrics to Meaning

Hiring a diverse leader is an important milestone. However, without a culture that actively supports different perspectives, the value of that appointment can be limited. Here’s how organisations can embed diversity into their leadership strategy:

Develop diverse candidate pipelines
Build relationships with high-potential leaders from underrepresented groups before positions become vacant.
Make hiring equitable
Reduce bias with structured processes, training, and consistent criteria for selection.
Foster an inclusive culture
Create an environment where leaders feel empowered to share their perspectives and influence outcomes.
Measure impact, not just numbers
Look beyond representation to track engagement, retention, and performance outcomes.
Invest in inclusive leadership
Prepare senior leaders with the skills to lead inclusively and build a culture where diversity thrives.

The Bottom Line

Organisational diversity is a strategic advantage.

At North Search, we don’t just help our partners appoint diverse leaders. We ensure these leaders have the right environment to create a lasting impact, driving stronger cultures, smarter decisions, and better business outcomes.

If you’re ready to explore how leadership diversity can unlock potential in your organisation, get in touch .

You can also book an introductory call here with North Search Managing Director, Paddy.

Stop Waiting Until It’s Too Late: The Case for Talent Pipelining

Thu, 21 Aug 2025 00:41:40 GMT

For a lot of organisations, the search for senior or leadership-level talent begins after a vacancy appears or a critical team member resigns. In today’s talent market, waiting to prospect candidates until you have an urgent hiring need is one of the fastest ways to fall behind.

By the time you draft a brief, engage a search partner, and begin shortlisting, the strongest candidates may already be off the market. Or worse, your competitors may have already snatched them up.

At North Search, we take a different approach.

We Are Proactive, Not Reactive

Our talent pipelining service helps our clients get ahead of competitors by identifying and engaging future leaders well before the requirement becomes urgent. This ensures your organisation is never left scrambling for key talent and mitigates a lack of organisational capability between placements.

Through talent pipelining, we help you:

Identify the right people 3-6 months in advance,
Reduce time-to-fill by up to 50%,
Maintain capability momentum,
Avoid losing hires to competitors, and
Achieve the brightest talent in the market.

The Risk of Waiting

Every leadership vacancy comes with opportunity cost. Delayed decisions can stall projects, slow growth, stretch existing teams, and blow out recruitment budgets. However, the price of waiting to hire for executive and senior roles isn’t just financial; it’s strategic.

Ready When You Are

The best talent outcomes come from planning and preparation. Whether you anticipate a senior leader exiting your business or retiring, a new division launching, or simply want to strengthen your succession planning, the time to consider building your talent pipeline is now.

At North Search, we partner with clients in Energy, Infrastructure, Defence, Real Estate, and Social Infrastructure to build pipelines that ensure critical leadership talent is ready when required.

If you are a TA manager or business leader who would like to mitigate the risk of key people leaving your business, let’s discuss how talent pipelining capability could support you. Get in touch .

You can also book an introductory call here with North Search Managing Director, Paddy.

Senior Vice President of Project Execution - Hydrostor Case Study

Fri, 08 Aug 2025 01:48:46 GMT

Elevating Leadership Acquisition: How North Search’s Consultative and Proactive Approach Secured a Senior Vice President for Hydrostor’s Australian Expansion (76% Engagement Rate with Target Candidates)

Strategy

Hydrostor is a leading global developer and operator of compressed air-based long-duration energy storage projects. With operations in Canada, North America, Australia, and Europe, it is at the forefront of sustainable energy solutions.

Hydrostor approached North Search to secure a Vice President of Project Execution for its Australian operations. This role was later upgraded to Senior Vice President.

While Hydrostor boasted a strong global presence and the backing of Goldman Sachs, they were a new entrant to the Australian market and in the critical set-up phase. This presented a unique challenge: attracting top-tier talent to a company while still establishing its local footprint.

The role of Vice President of Project Execution was crucial for driving the success of Hydrostor projects in Australia. The ideal candidate needed a blend of technical expertise, leadership skills, and the ability to navigate the complexities of a new market entry. Hydrostor required a talent partner who could identify qualified candidates and provide valuable insights into the Australian talent market. As a new entrant, they were open to refining the role based on the calibre of candidates available.

As a company in startup mode, Hydrostor had a significant workload across multiple key roles. They needed a trusted and reliable partner to handle this critical senior role, freeing up their internal team to focus on other essential priorities.

As a new entrant, Hydrostor was particularly concerned with the need to secure the right candidate quickly and efficiently. They needed a talent partner who could mitigate the risks associated with a new market entry and ensure the successful establishment of their Australian operations.

Hydrostor selected North Search based on our proven track record of successfully placing senior executives in the energy sector, as well as our deep understanding of the Australian market.

North Search’s consultative approach and ability to act as a true partner were also key factors in the decision. North Search demonstrated a clear understanding of the specific challenges Hydrostor faced and presented a tailored solution to address those challenges. North Search’s willingness to adopt a flexible and consultative approach, rather than a rigid, pre-defined process, further solidified Hydrostor’s confidence in the partnership.

North Search Solution

North Search leverages a powerful combination of personal connection and cutting-edge technology to deliver exceptional results. This includes advanced search methodologies to identify and engage with top talent, strong advocacy and connection to effectively communicate the client’s value proposition, and data-driven candidate assessment, employing industry experience, market insights, and AI-powered assessment tools.

North Search’s approach went beyond traditional recruitment methods. Recognising the need to attract top talent to a company in set-up mode, North Search initially focused on crafting a compelling narrative around Hydrostor and the opportunity.

This involved:

In-depth Client Understanding: North Search invested significant time in understanding Hydrostor’s vision, values, and strategic goals, engaging closely with both the executive team in North America and the local Head of Talent.

Development of a Detailed Candidate Pack : North Search created a comprehensive candidate pack that went beyond a standard job description. This pack highlighted the unique opportunity to shape the future of energy storage in Australia, the potential for career growth, and the chance to work for a dynamic and innovative company.

Iterative and Consultative Candidate Presentation: Recognising Hydrostor’s need to understand the Australian market, North Search moved away from a traditional shortlist approach and instead, implemented an iterative process in which candidates were presented to Hydrostor as they were identified. This allowed for ongoing feedback and facilitated a deeper understanding of the available talent pool.

Proactive Pipeline Management : North Search identified a strong candidate early in the process. However, recognising that this candidate had interest from elsewhere, North Search proactively maintained a robust candidate pipeline. This ensured that Hydrostor would have a strong field of candidates even if their initial favourite chose another opportunity.

Strategic Candidate Engagement : North Search proactively targeted and engaged high-calibre candidates in the market, acting as a strong advocate for Hydrostor and effectively communicating the company’s value proposition.

Trusted Partnership and Reliability: North Search provides consistent communication, manages the search process efficiently, and delivers on commitments. This allowed Hydrostor to free up their time and resources to focus on other key business priorities.

Advanced Search and Assessment Capabilities: North Search leverages a powerful combination of personal connection and cutting-edge technology to deliver exceptional results.

This includes:

Advanced Search Methodologies: We utilise innovative search techniques to identify and engage with top talent that others may miss.
Strong Advocacy and Connection: We excel at building strong relationships with candidates, effectively communicating the client’s value proposition and fostering genuine interest in the opportunity.
Data-Driven Candidate Assessment: We employ a combination of industry experience, market insights, and AI-powered assessment tools to evaluate candidates comprehensively and ensure a strong fit with the client’s needs.

Results

North Search demonstrated a highly effective search process, achieving significant engagement with target candidates: 74 potential targets identified , 56 candidates personally connected with (a 76% engagement rate ), 17 candidates interviewed , and 8 candidates long-listed and presented to the client. The client shortlisted all 8 candidates for interview , highlighting the exceptional quality of the candidates presented.

North Search successfully placed a highly qualified candidate, and through the iterative process, North Search was able to guide the client to upgrade the position from a Vice President of Project Execution to a Senior Vice President, looking after a larger scope of work. This ensured that Hydrostor secured an even stronger leader to spearhead its Australian operations. The candidate started in just under 6 months from search initiation.

North Search’s proactive pipeline management proved crucial when the initially preferred candidate accepted a role elsewhere. Because of North Search’s diligence and thoroughness, Hydrostor secured an even more suitable candidate from the pipeline developed.

North Search’s trusted partnership and efficient handling of the search process provided Hydrostor with significant time savings, allowing their team to concentrate on other critical aspects of establishing their Australian operations. This was particularly valuable given Hydrostor’s startup position in Australia and the need to manage multiple priorities.

Reasons for Success

Proactive advocacy and compelling narrative development to attract top-tier talent.
Deep understanding of the client’s business, culture, and specific needs for the Australian market.
Adaptable and consultative approach, providing valuable market insights and refining the role to secure an exceptional candidate.
Diligent pipeline management and risk mitigation, ensuring a successful placement even when faced with candidate attrition.
Trusted partnership approach, providing reliability and freeing up the client to focus on other key business priorities.
Strategic use of technology and personal connection to enhance search, advocacy, and assessment, providing a distinct advantage over competitors.

North Search’s ability to combine a highly personal and consultative approach with advanced technology allowed us to identify, attract, and secure a top-tier candidate for Hydrostor efficiently and effectively. This resulted in a successful placement and a satisfied client.

Senior Vice President of Project Execution - Hydrostor

Tue, 25 Mar 2025 23:58:45 GMT

Elevating Leadership Acquisition: How North Search’s Consultative and Proactive Approach Secured a Senior Vice President for Hydrostor’s Australian Expansion (76% Engagement Rate with Target Candidates)

Strategy

Hydrostor approached North Search to secure a Vice President of Project Execution for its Australian operations. This role was later upgraded to Senior Vice President.

Hydrostor selected North Search based on our proven track record of successfully placing senior executives in the energy sector, as well as our deep understanding of the Australian market.

North Search Solution

This involved:

Advanced Search and Assessment Capabilities: North Search leverages a powerful combination of personal connection and cutting-edge technology to deliver exceptional results.

This includes:

Advanced Search Methodologies: We utilise innovative search techniques to identify and engage with top talent that others may miss.
Strong Advocacy and Connection: We excel at building strong relationships with candidates, effectively communicating the client’s value proposition and fostering genuine interest in the opportunity.
Data-Driven Candidate Assessment: We employ a combination of industry experience, market insights, and AI-powered assessment tools to evaluate candidates comprehensively and ensure a strong fit with the client’s needs.

Results

Reasons for Success

Proactive advocacy and compelling narrative development to attract top-tier talent.
Deep understanding of the client’s business, culture, and specific needs for the Australian market.
Adaptable and consultative approach, providing valuable market insights and refining the role to secure an exceptional candidate.
Diligent pipeline management and risk mitigation, ensuring a successful placement even when faced with candidate attrition.
Trusted partnership approach, providing reliability and freeing up the client to focus on other key business priorities.
Strategic use of technology and personal connection to enhance search, advocacy, and assessment, providing a distinct advantage over competitors.

If you are in search of a similar solution for your organisation, leave your information below and a member of our team will be in touch shortly.

How to Run an Executive Search Process (Without an External Agency)

niamh@north-search.com (Niamh O'Mahony) — Tue, 28 Jan 2025 03:45:53 GMT

As executive search specialists, we understand that organisations can find it challenging to partner with external agencies for recruitment or executive-level talent requirements. These partnerships require a commitment of internal resources such as time and money which are often unavailable to businesses.

If you're struggling to stretch budgets or gain stakeholder sign-off, not to worry - we don’t gate keep.

In this article, we share how to execute a successful executive search process, without enlisting the support of an external agency.

Hiring for senior leadership roles is one of the most critical decisions a business leader can make. The right executive can drive growth, innovation, and cultural alignment. On the flip side, the wrong hire can decrease team morale and cost valuable time, money, and momentum. While most organisations rely on external executive search firms for assistance with high-calibre positions, some opt to handle the process internally.

If you’re planning to take this route, here’s how to run a successful executive search process without enlisting an external agency:

1. Define the Position Clearly

Before you begin the search, invest time in understanding the exact needs of the position and the organisation. Create a comprehensive job description that outlines:

Key responsibilities and deliverables.
Required skills, qualifications, and experience.
Soft skills and cultural traits that align with the values of your organisation.

This clarity will help you evaluate candidates more effectively and ensure alignment with your business goals.

It’s critical at this point to have a clear idea of the offer being made. For example, what is the salary range? What benefits (monetary and cultural) are on offer? What career progression opportunities are in place for the successful candidate? How will the organisation market the role internally ?

Clarifying these points before market engagement is essential.

2. Conduct Market Research

Knowing what to expect in the talent market prior to engagement can be extremely beneficial. Define a targeted and detailed candidate and competitor map in which all listed talent will be included and approached. A research-supported search process has always provided us with the best candidate outcomes for our partners as this ensures no stone is left unturned in the search.

3. Build a Robust Search Strategy

Unlike recruitment for mid-level roles, finding executives requires a proactive and targeted approach. Develop a search strategy that includes:

Networking: Leverage professional networks, industry events, and leadership forums to identify potential candidates.
Direct Outreach: Use platforms like LinkedIn to connect with high-performing leaders in your industry.
Internal Referrals: Tap into your organisation’s network for recommendations. Your leadership team may already know qualified candidates.

4. Assess Candidates Thoroughly

Evaluating executives goes beyond reviewing resumes. Focus on both technical competencies and cultural fit:

Structured Interviews: Use a mix of behavioural and situational questions to understand how candidates have approached challenges in the past.
Leadership Assessments: Consider using psychometric tests or case studies to measure problem-solving skills, emotional intelligence, and leadership style.
Reference Checks: Conduct in-depth reference checks with former colleagues, supervisors, and direct reports to verify achievements and work style.

5. Protect Confidentiality

Executive search processes often involve sensitive information. Maintain discretion throughout the process to protect both your organisational reputation and the privacy of candidates. Avoid broad job postings (on job boards and LinkedIn) and rely on targeted outreach instead.

6. Prioritise Candidate Experience

High-calibre executives are often considering multiple opportunities simultaneously. Ensure that you are offering a seamless and professional experience by:

Clearly communicating timelines.
Providing regular updates.
Offering meaningful feedback, regardless of the outcome.

Remember, a candidate will form an impression of your organisation from the moment they interact with your business. Maintain professionalism and empathy throughout the entire recruitment process. Aim to turn unsuccessful candidates into brand advocates despite the outcome.

7. Negotiate Thoughtfully

When you’ve identified the ideal candidate, approach negotiations with transparency and flexibility. Beyond salary, discuss benefits, performance incentives, and growth opportunities. Ensure the package reflects the value the candidate brings to your organisation.

8. Plan for Onboarding

The success of the chosen executive will depend heavily on their integration into the organisation. Develop a structured onboarding plan that includes:

Clear performance expectations for the first 90 days.
Introductions to key stakeholders.
Opportunities to immerse in your organisation’s culture.

Our Thoughts

Running an executive search process internally requires significant time, effort, and resources (which is why most businesses outsource to dedicated search agencies).

While we would love to adopt the role of your dedicated executive search partner, by following these steps you should be well-equipped to identify, attract, and hire the leadership talent your organisation needs to thrive.

If this process seems a little overwhelming, or you would like to learn how we would execute your requirements, get in touch .

You can also book an introductory call here with North Search Managing Director, Paddy. We're always happy to offer non-commitment advice.

Maximising the Value of Your Talent Partner

niamh@north-search.com (Niamh O'Mahony) — Wed, 16 Oct 2024 04:51:27 GMT

In today's competitive market, finding highly skilled technical or executive-level talent is challenging across most sectors. Partnering with a specialist talent firm can greatly enhance your chances of securing top candidates.

However, the quality of the partnership and the input provided by your organisation early in the process can determine whether the appointment is great or exceptional. As experienced search specialists at North Search, we are proficient in navigating recruitment complexities. In saying that, our most successful results stem from a collaborative approach with our clients.

Here are 5 key actions to maximise the value of your partnership with your talent provider:

Prioritise In-Person Meetings
While this may sound archaic, welcome your talent partner to your office or worksite where possible. This firsthand experience helps your partner gain deeper insights into your company culture and work environment, allowing for more accurate assessments and decisions during the search.
Provide a Comprehensive and Clear Brief
Transparency is essential in a successful talent partner collaboration. Go beyond sharing a generic job description. In the initial briefing meeting, offer detailed information about the reason for the vacancy, the ideal candidate, and any challenges you've previously faced in filling the position.

Providing context about the role and company dynamics ensures your talent partner can focus on candidates who meet both technical and cultural requirements. Sharing this information will ensure that your dedicated talent partner spends more time focusing on the direct scope of the project and achieves more candidates aligned with the mandate.
Maintain Open Communication
Don’t ghost your talent partner. Effective communication is key to a smooth hiring process. Avoid process delays by staying responsive to updates and candidate feedback. Regular communication keeps the search moving forward and avoids unnecessary timeline extensions.

If your timeline changes or you suddenly cannot facilitate feedback loops, candidate assessments or interviews, keep your talent partner informed. They need to be able to manage the expectations of candidates in the process.
Share Detailed Feedback
If a candidate doesn’t meet your expectations, explain why. Be specific about what worked and what didn’t. The more detailed your feedback, the better your talent partner can adjust their approach and focus on finding the right fit for you and your organisation.
Trust Your Talent Partner’s Expertise
Your talent partner brings a wealth of knowledge and experience in assessing both soft and hard skills for the role. Trust their advice and recommendations. They are invested in delivering the best possible outcome for your business.

We know that maintaining transparency and an open level of communication between organisations and talent partners equates to achieving the best possible talent outcomes for our partners.

While we will take the reins in managing the search process at North Search, having clients provide detailed insights into their businesses and vacant positions in addition to providing relevant candidate feedback is essential in ensuring a successful placement at speed.

If you’re interested in discovering how a talent partner like North Search could positively impact your hiring outcomes, contact us today to find out how we support organisations across Infrastructure, Energy and Real Assets.

Recruiting Property Professionals: Challenges and Solutions for Non-Profit Organisations

luke@north-search.com (Luke Madsen Maher) — Tue, 01 Oct 2024 04:28:35 GMT

Non-profit organisations can often manage billions of dollars in assets, but property management is usually not their core function. Recruiting skilled property professionals in non-profit businesses can present a unique set of challenges, especially when compared to the private sector. Below, we have mentioned a selection of these challenges, outlining our potential recommendations for each.

Limited Compensation

Non-profits struggle to offer salaries that compete with the private sector, where property professionals are often drawn to more lucrative projects. However, non-profits can appeal to candidates by emphasising the purpose-driven work and non-monetary perks available like workplace flexibility and professional development.

Property Not the Core Focus

While non-profits often handle significant real estate assets, their key focus is on their mission - not property optimisation. This may deter property professionals who prioritise career growth in real estate. Non-profits can attract talent by highlighting the social impact of managing properties that serve communities.

Competing with Glamorous Projects

Non-profits often go up against private companies developing high-profile projects like luxury towers and hospitals, which may seem more appealing to top talent. By promoting the unique challenges associated with non-profit work such as managing historic buildings or affordable housing, non-profit organisations can stand out to those searching for more meaningful opportunities.

Small Property Teams

With small property teams present in many non-profit organisations, career development opportunities can seem limited, which may discourage some candidates. However, non-profits can frame this as an opportunity for greater responsibility, autonomy and the chance to make a real impact.

Each Hire is Crucial

Every new hire in a non-profit property team is critical, which can make the hiring process more rigorous. Emphasising cultural fit and mission alignment is key to attracting long-term, committed professionals.

Purpose Over Profit

Non-profits are driven by purpose rather than commercial outcomes, which may appeal to those seeking meaningful work over financial rewards. Focusing on community impact can help attract professionals motivated by legacy rather than profit.

Diverse Skill Requirements

Non-profits often require property professionals with a wide range of skills, making recruitment challenging. Offering ongoing training and development can attract candidates willing to grow in the role.

Conclusion

Engaging and hiring property professionals can be challenging for non-profits due to the limited compensation offered, small team sizes and level of external competition from for-profit organisations.

To address these challenges, non-profit organisations should emphasise the mission-driven work they do and the potential impact that candidates can have on the future of their projects should they join.

Non-profit organisations need to assess their Employee Value Propositions (EVPs) and appropriately communicate this information in hiring and promotional candidate material. The employer brand should be positioned to highlight the tangible benefits associated with joining the organisation.

By addressing these challenges thoughtfully, non-profits will be best placed to build stronger and more effective property teams.

Interested to discover how we are best placed to support your organisation in identifying a solid property candidate pipeline? Get in touch.

The Challenges of Including Internal Candidates in Executive Search: A Professional Approach

paddy@north-search.com (Paddy Delany) — Wed, 25 Sep 2024 01:53:10 GMT

At North Search, a crucial aspect of our work as an executive search firm is to strike a balance between our client's needs and the intricacies of the recruitment process. One challenge we often face is when clients request us to consider internal candidates along with external candidates in our search process.

While this can add complexity, it can bring substantial value when managed objectively and professionally.

Why Include Internal Candidates?
There are two primary reasons our clients request internal candidates to be included.

1. Firstly, it allows them to benchmark internal talent against the broader market, giving them a clearer picture of how their people stack up externally.

This benchmarking exercise helps companies gauge whether the talent they have in-house is truly competitive or if they should be looking outside for fresh ideas and expertise.

2. Secondly, including internal candidates ensures that team members feel they are being considered fairly for career advancement opportunities.

For many organisations, transparency in the hiring process is crucial to maintaining morale. By involving internal candidates, companies demonstrate their commitment to equal opportunity, fostering trust and engagement within the workforce.

Treating All Candidates Fairly
At North Search, we take great pride in treating every candidate with the same respect and care, whether they are internal or external. Our recruitment process is designed to be thorough and transparent, providing each candidate with a clear understanding of where they stand. This includes offering full and honest feedback at the end of the process.

However, handling internal candidates can sometimes be tricky. When internal candidates apply for a role, they often believe that their familiarity with the company gives them an advantage or even a right to the position. This expectation can lead to tension during the interview process and disappointment if they aren’t selected.

Our role is to ensure that these situations are managed professionally and respectfully. We work closely with our clients to establish clear communication channels and expectations from the outset. This allows internal candidates to understand that while they are valued, they are part of a broader and competitive search process.

Navigating Friction
One of the most delicate parts of this process is managing the potential friction that can arise when internal candidates are competing for a role. This tension is particularly evident when internal candidates are not selected for the position, and it can create challenges both for the individual and the organisation.

Our team at North Search is experienced in handling these sensitive situations. We believe in having open, honest, and constructive conversations with internal candidates to ensure they feel heard and respected. Even if they are not selected, we provide full and transparent feedback, explaining the reasons behind the decision. This helps to mitigate any feelings of unfairness and allows the internal candidate to reflect on potential areas for growth and improvement.

Having these tough conversations is part of our responsibility as an executive search partner. It’s a fine line to tread, but we make every effort to ensure that all candidates, especially internal ones, feel they have been treated fairly and with respect throughout the process.

Creating a Positive Candidate Experience
Ensuring a positive experience for both internal and external candidates is central to our recruitment philosophy. We understand that the way candidates are treated during the recruitment process can have long-lasting effects on their perception of the organisation. That’s why we go the extra mile to provide a process that is not only fair and thorough but also supportive and constructive.

In the end, our goal is to help our clients make the best hiring decisions, whether that involves promoting an internal candidate or bringing in fresh external talent. By managing the process impartially and professionally, we ensure that our clients maintain a positive reputation and that all candidates feel valued.

Conclusion
The inclusion of internal candidates in executive search processes brings both opportunities and challenges. For clients, it provides a valuable chance to benchmark their talent, while for internal candidates, it represents an opportunity for career advancement. However, managing the expectations and potential frustrations of internal candidates requires professionalism and sensitivity.

At North Search, we are committed to treating all candidates with respect and fairness, ensuring that they have a positive experience regardless of the outcome. By maintaining open communication, offering honest feedback, and managing tough conversations with care, we help our clients navigate these complexities successfully, ensuring the integrity of the recruitment process remains intact.

Interested in discussing how our talent solutions could support your organsiation?

Get in touch.

Employer vs. Employee Markets - Who Has the Power?

niamh@north-search.com (Niamh O'Mahony) — Tue, 25 Jun 2024 07:11:40 GMT

Who’s got the power? The employee vs employer power divide.

Over the past 5 years, we’ve lived through a global pandemic, welcomed thrilling AI advancements, and experienced rising states of political tension. We’ve witnessed the introduction of new workforce demographics and have seen the rise and fall of our constantly evolving global economy.

The power dynamics between employers and employees ebb and flow as a direct result of market changes.

The global pandemic provided an extremely favourable job market for employees.

‘Stay at home’ mandates brought about a rise in flexible and hybrid work solutions. This increased level of candidate mobility meant that employees were no longer limited to location and had broader access to employment options. There was an influx of vacancies, and not enough talent to fill the positions available.

This tight competition for talent had unfavourable effects on employers and launched a power shift towards employees . To win out talent against competitors, organisations began elevating salaries, inflating titles, introducing starting bonuses, and providing dynamic working arrangements. These generous employee benefits became part of a heady mix necessary to attract the very best talent.

In the economic downturn that followed the post-COVID boom, the labour market cooled, and scales were tipped in favour of employers . Realising they had over-hired post-COVID and needed to downsize, tech companies started the rationalisation process in 2023. Larger corporations have begun to follow suit by rationalising their workforces to meet the market needs and optimising the opportunity to deploy advancements in AI.

2023 and 2024 have brought layoffs and hiring freeze announcements from some of the world’s most noteworthy organisations like Google, Amazon, Microsoft and TikTok. Nationally, job adverts have declined 18.6% from April 2023 to April 2024 and applications to those roles have increased by 8.6%.

With the rising fear around job cuts, reduced government spending, and consulting fees, employees are becoming increasingly cautious about re-entering the job market, even if they are hoping for better pay or benefits.

Of course, there are some sectors in which employees will continue to hold all the cards such as IT, healthcare, energy, pharmaceuticals and engineering . The severe skill shortages across these markets mean the battle for talent will continue even during an economic downturn.

Companies that offered hiked salaries and increased workplace flexibility during the pandemic are trapped by anti-return-to-office movements and low talent budgets. Young workers will undeniably be hit hardest with the inability to negotiate on their working conditions, promotions, or bonuses.

Great positions will be harder to come by. However, executive-level positions will always be classed as ‘hard to fill’ due to candidate availability and the nature of research required to source and engage such people.

In the era of transformation, successful navigation of employee vs. employer power dynamics will define the future of work. The balance between efficiency and a supportive environment is crucial.

Despite market volatility and political factors, this is a great time for companies to assess their teams and upgrade key skills of their people – a capability that may have previously been unavailable in a competitive market.

In any market, top talent is always in demand, but it is now, without a doubt, an employer's market.

If you would like to discuss how your organisation can anticipate future power trends, Get in touch.

Talent Shortage Solutions – Achieving the Unachievable

Mon, 11 Mar 2024 04:11:37 GMT

In an era of technical advances, an ageing workforce, and a lack of consistent upskilling resources, the negative effects of a talent shortage are reverberating across industries.

In energy alone, McKinsey forecasts the need for 1.1 million employees by 2030 to build projected solar and wind plants to meet the 2050 net-zero targets. This figure doesn’t include any roles that could become available in nuclear or hydrogen energy, green mobility or hydropower.

The defence sector is equally phased by the workforce crisis which threatens the future of AUKUS plans. A recent Defence Connect survey found 49% of Australian defence companies found it “difficult” to find and retain skilled workforces.

Talent issues are evident across other industries too such as transport and social infrastructure. Despite promised project delivery pipelines, the workforce to deliver such simply is not present.

Over the past 3-5 years, talent shortage commentary has pinned multiple solutions as the saving grace for industries. Could it be that simple? We have gathered and assessed a selection of such below.

1. Enhanced candidate offering.

Better pay, increased benefits and compensated relocation costs are just a selection of the initiatives introduced by organisations to attract and retain talent in the face of the talent crisis. However, cross-industry competition is making the success of such implementations waver. If you can deliver on promises, why too can’t your competitor?

Organisations need to dig deep into their Employee Value Propositions (EVP) and extract a brand story that is true to themselves. Candidates in 2024 and beyond want to see how their presence will impact an organisation.

Transparency, equality, equity, and opportunity will be vital to attracting candidates over the coming decade.

2. Overseas migration.

Often pinned as the overarching saviour of talent issues, overseas migration requires visa reform and strategies to attract particular talent. Overseas migration brings issues. In Australia, the current housing crisis is fuelled by the lack of talent and resources available to fulfil social infrastructure projects. Without adequate housing, how can we facilitate high volumes of overseas individuals?

Within energy, many upcoming projects include large solar and wind farms which are usually located in regional areas. Having overseas migrants relocate to isolated areas with poor social infrastructure is not the attractive Australian dream many would envisage.

In defence, gaining security clearances for overseas visitors is near impossible and requires systematic change to become a viable option.

Rather than prioritising overseas migration, efforts to enhance cross-industry migration of talent should be implemented by organisations to attract a greater number of candidates already located within Australia.

3. Upskilling
As Australian businesses attempt to rapidly evolve , 87% of job roles are expected to require digital literacy. While you may believe this is confined to the IT sector, adjacent industries such as finance, health care, government, energy and defence equally struggle with this issue.

In March 2023, the Australian government released the commission’s 5-yearly report that found annual productivity in the decade to 2020 grew just 1.1% . At this pace, it would take 64 years to double output compared to 39 years if we had maintained the average rate of improvement recorded in the previous 5 decades.

In addition to declining business dynamism and structural economic changes , a lack of tech implementations such as AI and digital platforms in organisations can contribute to low productivity growth across the country.

The former secretary of the Department of the Prime Minister and Cabinet and Treasury, Martin Parkinson , says the most important structural reform areas in solving this issue are around fostering innovation and entrepreneurship. He said;

“We need to think about how we digitise the economy, give people incentives to invest and take sensible risks”.

Out of several recommendations put forward, governments and organisations can positively influence productivity by:

1. Creating a good-quality and adaptive education and training system (upskilling);

2. Improving the functionality of towns and cities by making improvements to public infrastructure, and;

3. Enhancing the efficiency of markets by improving competition and reducing unnecessary regulatory burdens.

Conclusion:

To summarise, it is evident that talent shortage struggles are felt across industries in Australia currently. Organisations must revitalise existing TA measures to capture viable candidates in the market.

Rather than relying on an attractive take-home pay package as a candidate attraction point, organisations should extract a meaningful EVP and brand story to share with potential candidates. Transparency, equity, and opportunity will be top priorities for talent transitioning to new positions in 2024 and beyond.

Organisations must introduce and maintain measures to prioritise skill uptake and continued learning of workforces. Whether this is adopting digital skills or learning management techniques, facilitating the growth of existing employees can safeguard the future of an organisation. Additionally, this can help to retain productivity.

The recommendations made above are a few of many. The key to nailing talent attraction techniques and processes is truly understanding the organisation and the talent market at large. Engaging the support of a talent provider who can provide market information and a consistent talent pipeline will be a beneficial addition also.

If you would like to discuss how your organisation could benefit, Get in touch.

5 Ways to be a Better Executive Leader in 2024

niamh@north-search.com (Niamh O'Mahony) — Fri, 19 Jan 2024 01:49:14 GMT

Business leaders in 2024 face a work landscape that has been transformed by generational diversity, hybrid work structures and new technology. To be successful, there are multiple skills and competencies necessary to demonstrate yourself as an accomplished leader.

Here is a selection of our top tips to establish yourself as a better executive leader in 2024.

1. Be resilient in the face of change.

The past 4/5 years have been a melting pot for conflicting times. From the Pandemic to countries at war, a cost-of-living crisis and unique tech advancements (such as AI) – there have been systematic changes to the way we operate businesses.

Impactful leaders don’t make short-term decisions. The best leaders prioritise strategic decisions and are driven by organisational goals. While long-term solutions do not have immediate resolutions, they are the key to sustainable success.

2. Be technology-forward.

Technology is constantly evolving. The rate at which tech it is enhancing now is the slowest it will ever be, so there is no better time to get involved. Of course, there is a balancing act at play. Great leaders recognise the capability of technology to save time and produce growth but equally acknowledge the risks involved such as its ability to damage humanity.

The best leaders research the benefits of technology and plan to train and upskill employees while concurrently learning about the dangers of fast-paced tech adoption. This allows leaders to be adaptive to change across the digital landscape.

3. Display more emotional intelligence.

The ideal colleague is understanding, empathetic, trustworthy, honest, and just easy to get along with. When leaders adopt these emotionally intelligent traits, the overall workplace environment is improved.

They embody self-awareness and increased accountability while fostering communication and trusting relationships. This allows them to process emotions positively and address challenges more effectively than others.

4. Be more authentic.

Authentic leaders help organizations. They do this by prioritizing meaningful connections which leads to personal and professional growth, collaboration, and shared success.

Authentic leaders bring their whole selves to the workplace. They are committed to organizational success. This environment fosters engaged and motivated employees.

5. Communicate more effectively.

Successful leaders should inspire employees. With strong communication skills in leadership, business leaders can ensure workplace transparency, collaboration, efficiency and enhanced engagement.

The workplace environment is evolving. Being reactive to change is vital. However, planning for long-term organisational success by conducting internal research and planning strategically can help leaders overcome and anticipate issues and trends within the business landscape as they arise.

If you would like to understand more about 2024 work trends as an executive leader, we are always happy to share our insights. As executive search specialists, our understanding comes from real-life business cases and conversations with business leaders and candidates.

Get in touch.

Is Migration the Answer to the Australian Skills Shortage?

niamh@north-search.com (Niamh O'Mahony) — Tue, 05 Dec 2023 21:37:55 GMT

Temporary migration has hit close to 500,000 over the past 12 months as international students, backpackers and professionals returned to Australia following a period of lockdowns and closed borders.

The most recent intergenerational report (released in August) predicted net migration levels to be less than half of this figure in the coming years as visas expire and the post-COVID surge levels out.

Overseas migration has been pinned as the solution for talent shortages evident across industries nationwide, but is this the only answer?

While half a million people have entered the country, a small selection of such have entered via permanent or skilled visa pathways.

More than nine in ten new jobs in Australia are projected to require post-school qualifications by 2026. Are recent graduates and short-term visa holders best placed to fulfil such requirements?

Christina Holgate, former Australian Post CEO said "I think short term, some skilled migrant workers probably do need to be the solution. Because ... for the roles for our industry, you actually have to be skilled”. Ms Holgate went on to say that maximising the skills of existing populations through education could be more beneficial than migration.

Government entities are already addressing this need by delivering 180,000 fee-free TAFE and vocational education places across Australia this year, but this may not be enough to respond to the demand.

36% of Australian occupation types, or 332 of 916 have experienced shortages in 2023. Some of the most recent additions to this list include; Sales and Marketing Managers, Financial Investment Advisers, Urban and Regional Planners, Aeronautical Engineers, and Engineering Technologists.

A deeper focus on domestic up-skilling and ensuring the availability of attractive migration packages for high-skilled candidates will be extremely important for long-term skill success. In addition, targeting shortages at the root source by increasing awareness at an early education level is vital.

In the face of skill shortages, enhancing your talent approach is a necessity. Candidates will not actively be searching for new positions within the market, so a targeted strategy for passive candidates will be most beneficial.

If you’re unsure how to best engage and approach the passive talent market for your latest in-demand position, get in touch.

We will share our complimentary executive search guidelines with you, providing you with the skills and tools necessary to source and engage the stand-out talent needed to excel within the market.

Executive Search VS Contingent Recruitment

paddy@north-search.com (Paddy Delany) — Fri, 01 Dec 2023 01:45:17 GMT

Executive search or contingent recruitment? This is a common dilemma for organisations looking to hire the best people. While aiming to achieve the same end goal, executive search and contingent recruitment provide different functions.

If you’re in the market for new talent and unsure whether to engage an executive agency or recruitment firm, it’s important to understand the key differences between both.

1. Role type.

Contingent recruitment agencies are rarely engaged for leadership or C-suite-level positions. This is the most popular form of recruitment assistance for lower and mid-level professionals. Such employees are most likely to be motivated by positions that afford them the opportunity to gain more experience and a better salary.

On the other hand, executive search agencies focus on identifying and recruiting top candidates for executive and board-level positions who have often cultivated a career and are not actively looking for new positions. In addition, search can be used to source candidates for extremely niche positions.

2. Market knowledge.

Contingent recruiters often operate across a multitude of industries, focusing on different positions in different markets. While they will undeniably have a certain level of market knowledge, it is impossible for them to be masters of every industry.

Executive search specialists position themselves as market experts within one or closely interrelated industries. This enables a deep level of understanding from the consultant.

3. Process.

Contingent recruitment is reliant on the active candidate market. This means that recruiters will post job advertisements and wait for candidates in the market to respond. Most of the time, they will rely on candidates coming to them, or filter through an existing candidate database to match role requirements with that of the available talent pool. The idea is that one of the applications will have enough of the required skills to meet the mandate.

Executive search is a stark contrast. Executive recruiters seek out highly skilled leaders by mapping all potential passive talent within the market. When a long list of candidates is created and assessed by the client, these candidates are targeted by the executive search consultant. The executive search agency will leave no stone unturned, ensuring that every identified candidate has been contacted and engaged for the position.

4. Quality of candidate.

In conjunction with the previous point, candidate quality is improved significantly when you engage an executive recruiter. Unlike the contingent recruiter, an executive search consultant will endeavour to contact every identified candidate, ensuring the successful individual is both a cultural and skill match for the mandate.

6. Cost.

One of the most anticipated differences between contingent recruitment and executive search is the cost associated. Contingent recruitment operates on a ‘no-win-no-fee’ payment model. Essentially, contingent recruiters must spread their bets across multiple clients with the same candidate. This can have a negative effect on a company’s brand image as candidates are approached by multiple recruiters with the same job spec.

In opposition, executive search usually operates on a retained basis. Providing payment upfront ensures that your consultant can take a research-led approach while delivering your mandate. This ensures a great level of care and attention to detail. The retained approach has many other benefits such as:

1. Signals to the candidate that the client is serious about the hire.

2. Allows executive search consultants to take on fewer roles and be more focused.

3. Allows the consultant to remain totally client-centric.

Executive search is often regarded as the more expensive option of the two solutions as you pay in instalments throughout the process, rather than upon success. However, the speed and success of executive search make this a more cost-effective option for critical hires.

Executive search and contingent recruitment are often used interchangeably.

Understandably; both practices aim to fill your vacancy with the very best talent. Treating both services as the same solution, or assuming your recruitment agent can do both can be a costly, time-consuming, and a talent-missing mistake. 

Both solutions serve their purpose in organisations and usually work best when integrated together for roles of different levels. If you are unsure about what solution might be the best for your organisation , get in touch.

Should Your Start-Up Use Executive Search?

niamh@north-search.com (Niamh O'Mahony) — Wed, 15 Nov 2023 00:40:33 GMT

Executive search is often perceived as the epitome of niche, expensive and out-of-touch services - reserved for global organisations with top-class budgets.

While successful multi-national organisations can certainly benefit from search services, we have seen the positive impact of search services on organisations both at the global and local scale.

For start-up organisations, new hires will always be part of the foundation. Therefore, it is critical that such individuals are of the highest possible standard and best fit. These candidates will unequivocally impact the organisation's future and help drive organisational growth.

Engaging an executive search firm is one of the few ways in which you can be sure you are gaining the best possible candidate from both the passive and active talent market.

We have gathered some of the key reasons why engaging an executive search firm as a start-up or small business is key to organisational success:

1. Reduces overhead costs.

The initial cost of executive search requires a retained commitment which can often be perceived as expensive. However - job advertising, interviewing, shortlisting, and other procedures typically utilised throughout the hiring process are expensive. When you engage an executive search agency, these costs are absolved.

2. Enhanced brand advocacy.

The search consultant appointed to your mandate will study your organisation’s EVP and help unlock the key attraction points to highlight in the initial reach out. As market knowledge experts, these consultants know what attracts top-level candidates within your industry.

3. Speeds up the search process.

If you are approaching a talented candidate in the market, you can almost be guaranteed that your competitors are also interested. The window of time to win that candidate is extremely tight. When you have many other key organisational tasks to complete, researching the market for relevant talent is the tough part. Search firms remove your need to deliver explorative research by offering this to you directly.

4. You get better quality hires.

Executive search experts are exactly that – experts. If you’re running a small organisation, you may not have prior hiring experience. You may not have the skills necessary to identify the soft skills and personality traits that make for the perfect hire. Even multi-national organisations with proven talent teams outsource to executive search agencies due to the level of quality guarantee provided.

5. Protects your organisation’s image.

Too often, the candidate you would like to target is already employed at a competitor organisation within the same industry. Instead of damaging potential relationships with other businesses, allowing a third independent party to target the top talent in the industry will allow you to get the best candidates without stepping on the toes of your competitors.

6. The placement is guaranteed.

At North Search, we offer a 100% mandate completion rate – unlike contingent or standard recruitment agencies, we do not stop until the position is suitably filled.

7. The candidate’s experience will be improved.

At North Search, we develop extremely detailed candidate packs to present to anyone who enters the recruitment process. This is developed by receiving the position description from the client and researching the organisation in detail. We review this with the client prior to engaging the market. Utilising an extensive tech stack, our sourcing team have access to contact details for candidates who may otherwise be unreachable. The multi-faceted reach-out process we offer is unique to our organisation and unlikely to be mirrored by internal talent teams. This process is partnered with the determination that we will not rest until every potential candidate in the market is tapped up for the position in question.

8. Helps you to remain agile.

Small organisations must be prepared to move quickly and remain agile in the face of funding and market changes. Engaging a search agency to conduct market research allows you to always stay one step ahead of competitors.

9. Your consultant is a market expert.

Searching, knowing where to search, understanding who to target, how to target them, what to present to candidates, how to organise interviews, what software to use etc., requires a level of skill unavailable to those outside the skill standard of an executive recruiter and search firm.

Contingent recruitment and internal hiring are very attractive for start-ups. The capability to pay-upon-placement or forfeit external collaboration has a short-term win factor. Specifically for small organisations with limited budgets. However, the cost of the wrong placement will far outweigh the cost associated with committing to an executive search partner. Plus, placing the wrong-fit candidate could be detrimental in the long term.

Investing in the people who will propel the future of your organisation is essential. If you are interested to learn more about how North Search can support you, get in touch.

How the cost-of-living crisis is affecting recruitment

niamh@north-search.com (Niamh O'Mahony) — Fri, 03 Nov 2023 04:11:19 GMT

If you have had the pleasure of breathing in Australia lately, you’ve likely been victim to the cost-of-living crisis across the country. Official figures from the Australian Bureau of Statistics (ABS) show that living costs are the highest they have ever been.

Mortgage interest rates have hit 6%.

Petrol has well surpassed $2 per litre.

Insurance costs have jumped by 14.7%.

82% of CEOs have flagged this crisis as one of the main threats to business growth in Australia. In the face of price hikes and tax increases, candidate behaviour has shifted. Some want job security as they worry about the future of the economy, while others hope to find relief in the form of an increased wage.

The skills market is still very tight – many candidates are in a strong position to negotiate.

A salary that would have been accepted just a year ago has become less attractive across many industries. The cost-of-living crisis has driven salaries up, yet this demand creates further inflation. It’s a continuous cycle of conflicting forces driving stubborn inflation.

Whilst immigration is one solution to the skills deficit, it is also a major driver of inflation via consumer spending and the pressure it exerts on our overcooked rental market.

When our clients struggle to achieve increased salary sign-off, we recommend the introduction of a bonus structure. Whether sign-on, retention, annual or spot (for delivering milestones), bonuses can help to attract candidates while simultaneously relieving the pressures and disparities a higher salary can create.

Other benefits such as hybrid working can be attractive as this provides candidates with flexibility and the opportunity to save on work-related expenses such as commutes, food, and Friday arvo beers. This is especially attractive for candidates whose current employers do not offer such a solution.

The reality of hiring in a cost-of-living crisis is that if you cannot offer a point of differentiation against your competitors, you will not win the best candidate in the market. Whether you plan to increase salaries, offer bonuses, or encourage hybrid working – candidate decisions are increasingly influenced by the in-pocket funds available to them at the end of each month.

As the saying goes, 'cash is king'.

This adds a further level of hiring complexity within the current market. Although you may want to hire the most skilled individual for your position, it may well cost you. Casting a wider net over the talent market and looking for lateral hires may be your best option. Or, considering prospects with less experience and lower salary expectations, but high potential, could be your answer.

The cost-of-living crisis is causing undeniable salary increases, but how you manage and reposition your candidate offering is what matters.

Of course, cash isn’t always king. The position, environment, progression opportunities and level of interesting work you can offer are all major driving factors for candidates.

This is why we invest in our marketing. How we sell a position and advocate on our client’s behalf is the differentiation between North Search and our competitors. Unfortunately, the current environment is driving these quality factors to second place for many individuals.

If you’re unsure how to compete with key industry players in the battle for successful talent, we’re happy to provide you with some advice. Get in touch.

Project Co-Representative - Tetris Capital

luke@north-search.com (Luke Madsen Maher) — Thu, 19 Oct 2023 23:23:47 GMT

Challenge

North Search was engaged by Tetris Capital when the organisation was appointed as the preferred respondent for a Health Infrastructure NSW housing Public-Private Partnership (PPP). This was set to be delivered across multiple sites.

Tetris Capital are a sponsor, advisor, investor and manager of infrastructure and structured projects. We were enlisted to conduct a search for a Project Co-Representative.

The ideal candidate would be involved throughout the project lifecycle from the point of financial closing through to project completion. Given the scale of the project, PPP experience with a residential development or delivery background was ideal.

This position was a great opportunity for an individual who looked to progress from a junior to a leadership-level role. The successful candidate would work autonomously on the project and in the state.

Strategy

Given the breadth of experience necessary for the role, North Search cast a wide net across the market. We analysed sectors including PPPs, Primary Contractors, Consultants and Developers.

Due to Tetris’s lack of market presence in NSW, brand advocacy was a key aspect of our approach. We wanted to source and attract the top talent in the market. Our ability to educate candidates and offer a high-touch approach, increased candidate engagement and confidence in the opportunity.

Through a broad range of engagement tools, the team assessed skills and competencies in parallel sectors to create a shortlist strongly aligned to the challenge, opportunity, and organisation.

Result

Through an extensive search and candidate management process, North Search appointed the successful individual for the position. The breadth of candidates engaged enabled Tetris to make an informed decision that did not rely solely on technical experience, but also on the broader culture fit of the candidate.

Hiring Accuracy – The Importance of Getting It Right

niamh@north-search.com (Niamh O'Mahony) — Tue, 10 Oct 2023 23:00:52 GMT

In our business, we regularly find ourselves in conversation with hiring managers and talent acquisition specialists looking to hire. As executive and technical search specialists, the positions we fulfil at North Search often sit between the executive and C-suite levels. In addition, we also fill niche and technically demanding positions that internal teams find difficult to complete.

We know the importance of hiring right, the first time around.

In a large proportion of the conversations we have, we notice an alarming emphasis on hiring efficiency rather than hiring accuracy. This is often fuelled by the need to fill a vacant position at speed, pressures from management and the desire to ‘tick the box’ as another job done. It’s not that simple.

Both pre-hire and post-hire costs can become insurmountable. Pre-hire costs include organising role specifics, engaging job boards, developing position descriptions and time. Post-hire costs can include salary, benefits, onboarding, training, supplies, culture initiatives etc…

In many cases, a bad hire may not even produce enough value to recoup the costs of having employed them.Hiring accuracy produces 15-20 times more ROI than hiring efficiency ever could. Hiring efficiently is useless if the placement is the wrong fit, and you eventually have to re-hire. When you must source a replacement, the efficiency of the original hire is erased at the expense of accuracy.

An accurate hire continues to present value to an organisation long after initial placement. The benefits of a good hire include:

Saves time – after you onboard a new hire, they should be adding to your organisations productivity output. Yet, the wrong person may do the opposite should they require frequent re-training.
Fosters business growth – hiring the right people will contribute to your overall success as a business and reduce the need to re-hire down the line.
Reduces turnover costs – turnover costs can amount to almost 25% of the salary for the role you’re filling. A bad hire may not even produce enough value to recoup the costs of having employed them.
Increases morale – bad hire's can cause tension where there never was before. Being a team player and having a good relationship with fellow colleagues should be as important as having the necessary skills to complete the role.
Protects your image as an employer – you don’t want to be a business that cannot seem to retain employees. A high turnover rate will damage your employer image when future prospective candidates research your organisation.
Maximises productivity – the productivity level of a good hire will increase over time, however, if the wrong person is placed in the role, their productivity may not even cover the expense of their placement.

89% of hiring failures are due to poor cultural fit. At North Search, we follow a rigorous approach to source, engage and place the right people for your mandate. When assessing candidates, we consider past performance and relevant or transferable experience. In addition, we ensure that the placements made are not just skill-qualified and accurately experienced but aligned culturally and morally to your organisation and team.

We hire accurately every time because our deep understanding of our clients stretches far beyond that of our competitors.

Hiring accuracy > Hiring efficiency.

This detailed approach takes time. If you require assistance with developing a job description, mapping the market, or developing a talent strategy, get in touch with a member of our team who will assess your requirements.

Chief Corporate Officer & Executive General Manager, Water - Altogether Group

jess@north-search.com (Jess Tran) — Mon, 09 Oct 2023 23:51:04 GMT

Introduction

Altogether Group are a sustainable, multi-utility provider of water and embedded energy networks for communities. The organisation was referred to North Search by a previous client at Macquarie Capital.

The company came together with the combination of Flow Systems and Meters to Cash Solutions and was acquired by Morrison & Co in 2019 on behalf of the Sustainable Communities Infrastructure Trust. In 2020 they rebranded and became Altogether Group.

As a small player in a large competitive market, with ambitious growth plans, Altogether wanted to elevate their executive leadership team prior to moving into their next phase of growth.

North Search was asked to identify two key roles:

Chief Corporate Officer - a strong CFO/Financial Leader with the ability to sit across the corporate function and facilitate the strategic direction and vision of the organisation.

Executive General Manager, Water – responsible for leading the senior management team, ensuring high quality growth, product, and service delivery; delivering operational and financial targets; identifying operational efficiencies and capturing growth.

Challenges

Altogether group are a relatively new player within the highly competitive utilities market and there were some legacy issues to overcome surrounding the growth and viability of the product offering. Advocacy was going to be key to attracting top-tier candidates. It is a highly competitive market for the best financial skills in the utilities market and beyond, solidifying the importance of our proven search process. Two internal candidates were also to be included in the interview process.

Identifying a commercially minded candidate proved to be a significant challenge within the water space. This is due to an existing talent shortage within this industry, exacerbated by the area being dominated by state-owned corporations. Quantifying the market and ensuring there was a female representation through the search process was absolutely essential.

Strategy

Following a detailed briefing meeting, we developed comprehensive search strategies for each position. The first stage of every search involves the development of an in-depth and high-quality candidate pack or “opportunity prospectus” for each role. To develop this, we undertook a deep dive into the direction, culture and the Employee Value Proposition (EVP) at Altogether. This was key in presenting a strong go-to-market message and aligning the quality of the search with the values and vision of the organisation. We developed a detailed market map for each position and went to market with candidate engagement across multiple outreach platforms.

Result

Through an iterative and organic assessment and feedback process, we were able to assist Altogether as they refined the key qualifiers for the roles - enabling them to land on the ideal candidates. We partnered with the client throughout the interview process, firstly with Altogether Group and then with key members of the Morrison & Co team.

Following much consideration, reference checks and more informal interviews, the preferred candidates were identified for each role. The stats are as follows:

For the EGM role, we identified 42 candidates, engaged 36 candidates and interviewed 5. This included the internal candidates. We then presented a shortlist of 3 key candidates for this position. One successful candidate was identified and hired.
For the CCO role, we identified 54 candidates, engaged 28 candidates, and interviewed 6 candidates. This included the internal candidates. We then presented a shortlist of 4 key candidates back to the client. One successful candidate was identified and hired.

North Search assisted in compensation and contractual negotiations for each role. By taking a true partnership approach, we were able to understand our client’s needs, vision and goals for each of the positions. We aligned our market research, advocacy and go to market messaging with Altogether to attract high quality candidates throughout the search process.

Paddy and the team took time to understand the type of people we were looking for. They were well organised and have a robust search process. Anything can happen with peoples circumstances during a recruitment process but North Search take those issues in their stride and focus on getting the right outcomes despite the odd bump in the road.

Terry Leckie

Founder/CEO, Altogether Group.

5 Reasons to initiate an Executive or Technical search in October

paddy@north-search.com (Paddy Delany) — Mon, 09 Oct 2023 00:38:29 GMT

There’s never going to be a perfect time to start looking for talent.

However, at North Search we think the month of October is one of the key months in the year to do so. Executive and Technical search services do not follow a spray and pray approach. Each search is conducted with extreme care and diligence to ensure accuracy and efficiency throughout.

If you are considering enlisting a search provider nearing the end of the year, here’s 5 reasons why October is the best time to start:

You are looking for someone to start a new role in January .
It takes between 8-12 weeks to complete a comprehensive search process. Start now to ensure you have the right team in place for the new year.
You want to have the best candidates engaged in a talent search.
As we edge closer to the summer holiday season in Australia, potential candidates can become less engaged with the market. They could be under pressure to achieve their own personal or professional goals before the end of the year, or they will delay big decisions until the new year. If you leave it too late, the available talent pool shrinks considerably.
You want to have impact before the end of financial year.
If you start a search now, you will likely land the right candidate in the early new year. Leave it later in November or December and you could be looking at March or April for a start. This timeframe is based on the individual having a 4-week notice period. With a 3-month notice period, you could be looking at a May to June start at the earliest. This especially rings true for executive and c-suite level positions.
You require a contingency plan for team members that pose a flight-risk.
At North Search, we are often retained in late December and January due to key people resigning at the end of the year. These resignations sometimes come as a surprise but can often be predicted and mitigated by having an engaged talent pipeline in place which can be mobilised quickly. Don’t let a foreseeable resignation ruin your summer.
Bonuses have just been paid.
For many, September bonuses have just been paid. Whether employees are happy or not, now is the time to get people thinking of changing roles. The further they reach into the year, the harder it is for them to consider a move before the end of a new bonus cycle. It will also be less likely to need to buy someone out of their current bonus or offer a sign on bonus.

As you can see, the October/November period can often be viewed as one of the most effective months to engage an executive search firm. At North Search, we are relentless in our search for the best individuals for your mandate. Our strategic search process ensures our ability to capture an accurate view of the market prior to engagement, qualification, and placement.

This detailed approach takes time. As we near the Christmas break, you don’t want to be the last of your competitors to approach the market. If you’re still unsure whether or not this is the best option for your organisation, get in touch with a member of our team who will assess your requirements.

Principal - Transaction Services - Arup

paddy@north-search.com (Paddy Delany) — Tue, 03 Oct 2023 23:36:35 GMT

Challenge

A global professional services client came to North Search having received an unexpected resignation from a senior and significant leader in the organisation. This client had a highly profitable business stream, but this resignation exposed them to the potential of losing key clients and significant market share.

The client required a quick and effective response to the situation. Sourcing a replacement at pace would ensure they retained market share and mitigated the risk of losing more team members. Candidate experience in this space typically sits within hydrocarbon-heavy markets – but our client was pivoting away from this and needed a candidate who was also willing to do so.

This was a significant challenge for the North Search team to overcome.

Strategy

Our North Search consultants moved at pace to map the Australian East Coast market for this specific mandate. The team immediately identified those with potential and engaged 20 highly targeted candidates. By prioritising the position and being flexible around the process and speed of resources, we brought candidates into the hiring process within weeks of engagement.

Result

North Search was able to identify the preferred candidate, manage them through a rigorous interview process, negotiate an agreeable package and secure the position.

This position was filled despite a very small candidate pool being available. The compensation package was not competitive and there was a unique structure to the organisation, meaning a significant amount of advocacy and relationship development was necessary to deliver a compelling message to the candidate pool, resulting in a win for our client.

Partner - Urban and Social Infrastructure - Commercial and Transactions - KPMG

paddy@north-search.com (Paddy Delany) — Tue, 03 Oct 2023 23:03:37 GMT

Challenge

North Search was engaged by a global organisation with a strong presence in commercial and transaction services within transport infrastructure across Australia. This client’s Urban and Social Infrastructure practice was growing in its east coast location, but was yet to develop a presence in Sydney.

They required a senior-level partner to grow this key sector of the market in New South Wales. They also had very specific goals in relation to gender representation. It was key that this person was female and had prior Big-4 consulting experience.

Strategy

The strategy was clear, North Search first quantified the market and identified all potential candidates with, or without Big-4 consulting experience. The team then consulted closely with KPMG to identify a small number of core candidates to approach and engage for the role.

Information is key to helping clients understand the market and make informed decisions around their hiring strategy.

Result

By quantifying the market, North Search was able to zone in on a limited number of people who fitted the brief exactly - without diluting the significance of the role in the market. Each approach was personalised and targeted.

As a result, the client was able to see a true reflection of the talent available. North Search identified the tier one and two targets as well as those who were not suitable to contact. The team engaged the tier-one audience and progressed to a successful placement.

Senior appointments such as this take time.

Regular contact, attention to detail, and clear communication are key to facilitating a successful placement. People don’t join a Partnership for the short term, this is a significant commitment from both parties and warrants careful consultation in both directions.

Project Director/CEO

luke@north-search.com (Luke Madsen Maher) — Tue, 03 Oct 2023 22:37:47 GMT

Challenge

North Search was approached by one of the key bidders in the recently awarded South Australia Schools Public Private Partnership (PPP). This client engaged North Search to identify a Project Co-lead to be appointed in Adelaide should they win the bid. The brief was presented for a senior individual with Social Infrastructure PPP experience (preferably schools), either as a Project Director/CEO in an SPV or as Project Director with a Tier 1 Contractor.

Beyond the technical and experiential requirements for the role, the location of Adelaide was challenging. With only one major social infrastructure PPP executed in the market in the recent past, the local talent pool was extremely light.

Strategy

North Search moved quickly. The research team mapped social infrastructure PPP projects in both Australia and New Zealand over the past 10 years and identified key players within such projects. After an informed assessment of the market, specific targets were identified and engaged. Due to the sensitivity of the bid, we did not divulge the details of the project to prospective candidates until a final shortlist had been agreed.

Result

Following a structured search, detailed interviews and testing processes, a preferred candidate was identified, and terms of future employment were agreed upon. The successful candidate had recently completed two major Schools' PPP projects for a Tier 1 contractor and was happy to relocate to Adelaide.

Despite the client bid being unsuccessful, we knew that we had identified the best candidate in the market for the role and were able to quickly build a relationship with the winning bidder who proceeded to engage the candidate in the same role.

Technical Director - Waste to Energy - Macquarie Capital

paddy@north-search.com (Paddy Delany) — Tue, 03 Oct 2023 22:12:20 GMT

Challenge

Macquarie Capital combines specialist expertise, innovative advice, and flexible capital solutions to help their clients and partners make each opportunity a reality. Macquarie engaged North Search to assist in building the SPV team for the delivery of Australia’s first commercial Waste to Energy (WtE) plant. The client was in search of a Technical Director with recent experience in developing and delivering a thermal power project - ideally located in Australia. If possible, the successful candidate would have some experience in WtE.

The main challenge with this brief was in identifying recent project experience due to the lack of new Australian power projects over the last 15 years. Most candidates with the right level of experience tended to sit within retirement age or lived overseas. In addition to being highly technical, candidates were required to have the ability to drive project delivery and the professionalism to report to the investment bank.

Strategy

The mandate set out by Macquarie Capital dictated a wide search, both locally and internationally. Using technology and networks, North Search identified a broad range of candidates and worked with Macquarie collaboratively over time to understand the market and availability of suitable candidates. As the project scope developed, North Search was able to direct the search in line with the priorities of the project.

Result

Through an extensive search and analysis of candidates, utilising our executive and technical search process available here , we acquired the services of a Project Director responsible for delivering two temporary Open-Cycle Gas Turbines (OCGTs) built in South Australia to combat the major summer blackouts recently experienced.

Despite specific WtE experience being absent, this candidate understood the demands of delivering power projects in Australia and had sophisticated stakeholder management experience in dealing with the South Australian Government.

North Search placed the SPV Commercial Director on the same project.

CEO - Engineering Aid Australia

Tue, 03 Oct 2023 05:43:44 GMT

Challenge

Since its inception in 1998, Engineering Aid Australia (EAA) has supported indigenous High School students with an aptitude for maths and science – inspiring them to continue engineering studies at university and become professional engineers. As an engineering charity looking to modernise and elevate its organisation, EAA presented North Search with a totally unique mandate.

The client wanted to source a Chief Executive Officer, the first role of its kind within the organisation and the first permanent staff member at EAA. The ideal candidate needed experience securing government funding and general fundraising knowledge. Senior-level management experience and connections within Engineering and Technology markets were also key requirements of the position.

In representation of the beneficiaries of the programme, the client also hoped for the candidate to be of Aboriginal or Torres Strait descent, with a strong connection to country. To diversify the gender balance within the organisation, the preference for the role was female.

Strategy

As a new client, becoming familiar with EAA was essential. We hosted a series of briefing meetings with the organisation to further understand and develop their EVP, while simultaneously conducting market research in relation to the position.

Utilising our proven executive search process, which you can find here , we specifically targeted candidates of Aboriginal and Torres Strait Islander descent. We sourced individuals who specialised within the Engineering and Technology space and further filtered through management and senior-level experience. Community engagement, education, and fundraising activity were also key identifiers of the search.

Assessing the suitability across a volume of potential candidates made this process extremely detailed.

Result

Having identified 8 potential candidates for the role, all 8 progressed through to formal interviews. Every candidate was unique in their career development, but fit the high-level criteria set out by EAA. Our methodical and systematic approach gave our client confidence that the final candidate pool was a true reflection of their talent.

We presented a shortlist of 3 people and delivered a full executive search process despite the perceived difficulty of the task.

Tracey Dennis fulfilled the position.

How to Recover from Executive Stress

niamh@north-search.com (Niamh O'Mahony) — Mon, 25 Sep 2023 23:27:26 GMT

The skyrocketing rise work-related stress in recent years has most notably affected CEOs and senior leadership teams. Project deadlines, team management and turnover targets are a small selection of issues to be dealt with. Growing expectations on diversity, equity and inclusion policies evolve quickly and can become overwhelming to sustain. 46% of CEOs in Australia have admitted to feeling personally responsible for ESG failures within their organisation. The weight of such pivotal adjustments can contribute to executive or work stress.

The rise in remote work and fluid office hours has brought a lot of attention to ‘work-life’ balance initiatives. This is a key attraction element considered by candidates when accepting a new position. And, while shepherding the ‘work-life’ balance for teams, CEOs often live a different reality to that which they advocate.

Being the most stressed and overworked person in the room should never be strived for. Work related stress can cause low energy and motivation as well as frequent illnesses, insomnia, and a loss of desire for human connection.

Since executive leaders can’t eliminate the stressful tasks that comprise their roles, stress-management initiatives may assist in easing the burden of such. We have compiled a selection of tips to relieve symptoms of executive search:

1. Identify your stress triggers.

What usually sets your stress to overdrive? Identifying your triggers will allow you to be mindful of the scenarios in which you should get outside to cool off or reset.

2. Have boundaries.

Having on/off boundaries is essential. Work should not be a 24/7 commitment. Boundaries between family and work time should be set early, so your team understands when to avoid contacting you.

3. Embed healthy habits.

Exercise and good sleep should be key additions to your schedule. The body cannot function without good sleep. Avoiding rest to complete tasks will negatively affect productivity in the days following. How can you perform best when suffering from exhaustion?

4. Speak to those around you.

Friends, family, and even colleagues are great people to turn to when you feel stressed at work. Talking through how your workload is making you feel will be a weight off your shoulders and could even benefit your team too.

5. Make stress your friend.

Stress can often result from the fear of fear itself. However, if you learn to understand fear and its triggers, you may be able to harness the power of it. Kelly McGonigal has an excellent TED Talk in which she discusses the power of harnessing stress for good: You can view it here . McGonigal reveals that we can build resilience and boost oxytocin levels in our body when we make stress our friend.

The first step to overcoming stress at work is to identify the stimuli. It’s no secret that these will be plenty for an executive or CEO. However, it has never been more important for leaders to set a good example in terms of their stress management. Developing and interpreting skills such as those mentioned should aid in enhancing senior leadership capabilities and success.

At North Search, we understand how to get the best out of executive-level individuals. If you are interested to discover how we may be best placed to source your organisations next key-player, get in touch.

The Benefits of Hiring Diversity in the Boardroom: Driving Innovation and Growth

paddy@north-search.com (Paddy Delany) — Wed, 23 Aug 2023 05:11:17 GMT

What does a ‘good’ board look like?

Easy to manage? Filled with compliant board members? Keeps up appearances?

The purpose of a successful board is to listen, contribute and challenge key decisions that affect entire organisations. Board diversity encompasses various factors such as race, ethnicity, gender, gender identity, sexual orientation, age, social class, physical ability, or attributes, religious or ethical values system, national origin, and political beliefs.

In this article, we will explore the numerous benefits of boardroom diversity that go beyond mere tokenism.

1. Encourages diversity of thought.

Having individuals with multiple backgrounds and different skills raises challenging questions and debates within a group. Decisions made by such individuals are thought to be of higher quality than those from similar backgrounds who tend to ‘groupthink’ . Individual minds are thought to offer uniquely innovative solutions and strategies. Disruption of the ‘norm’ encourages the development of great ideas that may otherwise go unnoticed.

2. Helps to address complex, corporate issues.

Having diverse people on a board that are reflective of the real world, encourages a mixed approach to problems and challenges. If responses to issues regarding products, distribution, marketing and sales are the same – change will be difficult to master within an organisation.

3. Improves brand reputation.

Companies with diverse boards often enjoy improved reputation and brand image. They are seen as more socially responsible and progressive, which can attract both customers and investors who prioritize diversity and inclusion.

In fact, diversity and inclusion at the board level can echo through the rest of the company and set a positive example for diversity-building among its people. Research shows that 57% of employees want their company to prioritize this approach in their workplace.

4. Increases revenue.

Numerous studies have found that companies with diverse teams are more profitable than homogenous businesses. Content employees are more productive and effective when it comes to problem-solving, which often leads to less turnover and higher output.

Companies in the top quartile for racial and ethnic diversity are found to be 35 per cent more likely to have financial returns above their respective national industry medians.

5. Creates a Diverse and Inclusive Culture.

The importance of hiring diversity and inclusion goes beyond the boardroom. It sets an example for the rest of the organization, fostering a culture of inclusivity that can lead to better employee engagement and retention.

An essential step in increasing board diversity is implementing a rigorous and fair selection process. Many board appointments are currently driven by social connections, which can exclude qualified candidates from diverse backgrounds. To achieve greater diversity of thought in the boardroom, organisations should cast a wider net in their selection processes, actively seeking female directors and directors from different ethnicities, ages, and socio-economic backgrounds. Enlisting the use of a talent partner to help achieve board member selection is a great solution to overcome bias in the hiring process.

Conclusion:

The benefits of diversity in the boardroom extend far beyond compliance. A diverse board brings diverse perspectives, fostering innovation, better decision-making, and increased profitability. It also aligns helps to set up organisations as a mosaic for the diverse world they operate in which enhances brand reputation. By actively promoting hiring diversity at the highest levels of leadership, companies can solidify their position for success in an ever-evolving business landscape.

Building a truly diverse board does not come without its challenges. Some solutions include running a diversity audit, securing a commitment to board hiring diversity, expanding recruitment efforts, formalising succession plans, and encouraging transparency.

At North Search, we are committed to facilitating appointments free from bias. Our partners engage us in auditing services, succession planning, c-suite recruitment, and bespoke executive search diversity hiring mandates.

If you would like assistance developing your own search strategy, contact us to receive your complimentary planning session with our team at North Search today.

Why You Should Hire an Executive Search Firm

niamh@north-search.com (Niamh O'Mahony) — Mon, 14 Aug 2023 03:22:38 GMT

“We get sent hundreds of CVs, why would we need an executive search firm?”

This is a statement we hear too often in the world of executive search. According to Glassdoor , on average, each corporate job opening attracts 250+ résumés. Of these candidates, four to six will be called for an interview and only one will be offered a job. Placing an unsuccessful leader can have disastrous consequences on your organisation.

So, what is executive search, and how can it support you?

There is an art to finding the very best qualified, top-performing executives. This is what an executive search firm specialises in. Differing from contingency or ‘typical’ recruitment, executive search firms usually operate on a retained basis. Being retained ensures that your talent partner will relentlessly assess talent and thoroughly understand your company’s culture and all facets of the role.

With the average corporate job role receiving 250+ applications, how can the good be selected from the bad? And; what happens to those passive candidates that are already placed elsewhere and not actively applying to positions? This is where executive search consultants are best placed to step in.Some of the benefits of partnering with an executive search firm include:

1. Search expertise.

Sure, your job advertisement has received 250 applications. However, do you really think the top, most specialised candidates in the market are searching on job boards? These candidates are usually employed elsewhere and are busy professionals. Internal HR teams will find it difficult to get in contact with these candidates. However, top executive search firms utilise a rigorous hiring process that ensures even passive candidates are visible within the market – no potential goes unnoticed.

2. Specialisation.

When selecting an executive search firm for your assignment, it is wise to choose a firm or consultant with relevant experience in your field of operation. Doing so ensures the high likelihood that your partner has previously worked on a similar mandate previously. Your consultant will know where to look, how to approach such individuals, understand the level of appeal required to attract the candidate etc.

3. Diversity, Equity, and Inclusion hiring commitment.

Working with an executive search firm can be highly beneficial for firms with an emphasis on prioritising their DEI efforts. Using an executive search firm allows your organisation to remain free from bias. By understanding your organisation’s needs, executive search consultants will objectively review candidates based on the criteria set out in the position description.

4. Time and cost-effectiveness.

Executive recruiters allow you to step away from the hiring process until key candidates are identified. Time is an extremely valuable asset, so it’s best to make use of this resource wisely. In addition, you will save on the uncertainty of contingency recruitment and the campaign costs which run alongside this.

5. Confidentiality and discretion.

Hiring a replacement for an existing member of your team can get messy. Partnering with an executive search firm ensures that the process is conducted confidentially, eliminating any potential issues.

6. Brand Representation.

A positive corporate image is vital for effective hiring. Without such, it can be difficult to engage top candidates. In fact, 69% of job seekers would not take a job with a company that has a bad reputation! Executive search partners will work with you to effectively develop your Employee Value Proposition (EVP) to appeal to your target audience.

Executive search partners are dedicated to your search.

Working on a retained basis ensures that they are available to the needs of your organisation as and when they arise. You can be as involved as you would like – but if you do not have the capability to review candidates prior to the final stage, that works too.

In Australia, you can be guaranteed that the very person you hope to recruit for a position is already being lured elsewhere. If you require a specific c-suite, leadership, or significantly niche position to be filled, engaging an executive search firm is likely the most effective option.

At North Search, we are here for the hard stuff. When other contingent search methods fail, we step in. If you are still undecided about whether or not executive search is the right option for you – let us know. We only work with clients who we believe will benefit from our service.

Find out more here or, leave your contact information with us and we will be in touch to discuss your options.

Director - Systems Engineering

Wed, 31 May 2023 09:50:11 GMT

Challenge

An existing North Search client presented us with the opportunity to develop a succession plan for the leadership requirements of their business, whilst simultaneously increasing diversity targets. Various senior team members were heading toward the end of their careers, thus requiring a succession plan to bulletproof the future capabilities of the business. In recognition of the necessity to source successors to continue the service lines of business, the client enlisted the support of our team at North Search.

Strategy

These candidates needed to be technically proficient, highly security cleared, and industry professionals with leadership and business development competencies. They needed to be comfortable operating in a technical, niche skillset for a client with an increasing budget and a large pipeline of work on the horizon. Utilising the North Search technical search process, our consultants identified the profiles of individuals who aligned with the mandate.

This was followed by an exhaustive market engagement process. Throughout the process, North Search consultants carefully advocated on behalf of the client in a market where their capability was in question due to a lack of wider knowledge of their market offerings. A high-level market engagement led to the placed candidate being sourced by a headhunt after the identified candidate was missed upon initial outreach.

Result

An exhaustive search led to the successful integration of a female director. Having had experience working on a range of projects across the infrastructure sector - from civil engineering to air navigation, maintenance and primes, this individual had the knowledge and capability to work across multiple client streams for the organisation, offering consulting and operational guidance to internal teams and wider clients.

Partner - National Health Infrastructure Delivery Lead

Wed, 31 May 2023 09:42:20 GMT

Challenge

A long-established client of North Search presented a challenge to the organisation in the need to diversify their technical capability. This diversity was hoped to broaden the client's involvement in major projects moving forward. This organisation leads health infrastructure projects from inception through to financial, business case, planning and delivery. The early stages of each project were successfully executed, but internal capability typically halted at the business case stage of each project.

The client wished to enhance its market position as a reliable leader for full-scale projects within the health infrastructure space. However, they were missing out on opportunities with their inability to successfully fulfil the project lifecycle. The client approached North Search to resolve this issue and inspire change within the organisation.

Strategy

Utilising market knowledge, network connections and a range of technical systems, North Search consultants conducted a full-scale executive search process (discover more here ). A regional market map of players in the space was developed to identify a target list for review. Diversity targets were also considered. Candidates were assembled into a shortlist for the client before moving on to the engagement and qualification section of the process.

Result

The preferred candidate was identified and engaged early in the process, and later candidates were utilised as bench-markers to ensure the select candidate was the best choice, and to ensure bias was avoided to achieve the most informed hiring decision. The internal process was completed with meaningful time constraints considered for the candidate.

Director – Water Economist

Wed, 31 May 2023 09:41:07 GMT

Challenge

KPMG required a director-level, Water Economist to join the Brisbane team to lead and expand the business within this new space. The successful candidate's ability to win work while remaining a technical water expert was essential. The role requirements were extremely niche, complex, and demanding, making this mandate a challenge for the North Search team.

Strategy

An internal team member briefed our team on the requirements of the role. Having evoked a greater volume of knowledge regarding the skill and value requirements of the position, a full technical search process was initiated. LinkedIn and company websites were used to assess the work of potential candidates within the space while internal tech platforms assisted in the generation of contact details and candidate information.

Result

Our research team at North Search approached 19 people for this opportunity, eventually engaging 4. From this, a shortlist of 2 people was sent to KPMG.

KPMG hired Sophie after 1 meeting which is highly unusual for this client who typically enrols candidates in a longer interview process. Sophie had delivered programmes overseas in New Zealand and demonstrated exceptional knowledge of water. She demonstrated a track record of winning work in the economist space, which was appreciated by the client who notified her of her success just 30 minutes after her first interview with the organisation.

Investment Banking Analyst

Wed, 31 May 2023 09:37:54 GMT

Challenge

A boutique M&A Advisory firm in Sydney wanted to expand its team with the addition of an Investment Banking Analyst. Less than 10% of the existing IB market is female. A balanced workforce enhances the diversity of thought and creates an environment in which people manifest problems in multiple ways. This advisory firm operates by solving complex problems for its clients through investigative processes – so having employees from multiple backgrounds supports its success.

With 80% of team members being male, our client hoped to source a female addition to aid in diversifying their organisation and to attract a greater volume of females in the future. This role involved heavy hours, with long-term career progression not always viable which increased the difficulty of this mandate.

Strategy

Having previously sourced and placed candidates within the commercial advisory and transactions space, James adopted this mandate without previously working specifically within the IB space. James performed an extensive search from the outset. He first developed a market map with 450+ female, analyst-level bankers in Sydney. 253 individuals from this list were approached for the role. 63 went on to be engaged, 21 were phoned screened and 11 progressed to a formal interview.

Result

6 candidates were shortlisted and sent to the client for review. The final 3 came from different backgrounds ranging from big-4 to private equity and banking advisory, revealing the intense research completed to capture potential candidates across a range of skill sets.

One individual was hired into the firm who matched the skills and requirements outlined in the mandate. The successful candidate was confident, skilled and matched the values set out by our client in initial briefings. The entire search was wrapped up in 6 weeks (end to end), an impressive result following on from a year-long failed attempt by traditional recruitment methods.

Making Your LinkedIn Standout

jess@north-search.com (Jess Tran) — Wed, 31 May 2023 01:00:40 GMT

Insider tips to help optimise your LinkedIn profile.

At the start of my career, I remember feeling unsure about what to include on my LinkedIn profile. If you’re experiencing the same feeling, don’t worry – you’re not alone! Plus, social media presence is not exactly a skill taught at university.

Whether you use the platform to forge new connections, find a job, keep up with industry trends or get noticed by search executives, LinkedIn plays a vital role in one’s career development.

As a search consultant at North Search, we forensically map out talent markets and spend hours each week hunting for the Ideal candidates within the infrastructure lifecycle. I’ve compiled some of my insider tips to help you optimize your profile, stand out from the crowd, and boost engagement on LinkedIn.

1. Add a Headline

Creating an attention-grabbing headline is an effective way to showcase yourself to your network and aids in increasing engagement. Rather than simply listing your job title in the headline, I recommend using a short phrase that accurately describes your work or skill set used to carry out your role.

When searching for candidates, I rely on keywords that match up to a candidate's job titles, hard skills, and project/work experience. I highly recommend utilising strategic keywords to help you stand out. To generate keywords, comb through job advertisements for the role(s) you would ideally like to move into. How is the position being described? What are the most common terms and desired skills mentioned?

Separating your skills and niches is an excellent way to draw attention to your profile. Instead of using a generic LinkedIn headline, try something like the following:

"Senior Project Manager (CPPM) | Health Infrastructure | Residential | Commercial".

2. About You

The "About You" section is an excellent way to showcase your unique personality and share your story with your peers. This can include a mix of your work and personal life, such as your career aspirations and hobbies. Including a general overview of your career milestones and significant projects you’ve worked on is a great way to explain your capabilities to potential employers.

3. Professional Head Shot

Having a professional headshot is important. It's one of the first things seen on your profile, and it also appears in a small icon in the "suggested" feature and on the newsfeed.

A professional headshot can help you appear more credible, which is essential on a platform representative of the workplace. Consider how you would present yourself in an interview or client meeting - use this as a guide for your photo.

4. Being Active on LinkedIn

Keeping your LinkedIn profile up to date and engaging in posts can help you build your network, which is important at all stages - whether you're actively job-seeking or not! This is a great way to forge connections within the industry you work in. Even if you’re not planning on a new job now or soon, connecting with relevant hiring managers and talent search specialists opens you up to greater opportunities for the future.

Use the "Open to Work" function to let others know what type of role you're seeking and your location and work flexibility preferences. Not only is this useful for you, but it’s super helpful for us too!

The Bottomline

When correctly optimized, your LinkedIn profile is a professional tool that can help you advance your career and expand your network. Refreshing your profile can aid in expanding your network and open you to a greater number of career opportunities in the future.

Treat your LinkedIn profile like any other social media account and be true to yourself – in a professional capacity, of course!

Searching Beyond LinkedIn

Tue, 16 May 2023 16:28:00 GMT

“You guys just look on LinkedIn, don’t you”?

This is a phrase I often hear from clients when discussing the search strategy that underpins our business. At North Search, we are search specialists. LinkedIn is just one key tool in our arsenal. However, with the constant rate of change across the industry sectors we represent, it is vital that we exhaust all avenues of information to source the correct people to fulfil a mandate. Some examples of our other key information sources include:

Business websites
Project reports
Government tenders and announcements
Discussions within the market
Contact and company data software (Lusha)

Each of these information sources allow us to achieve a greater level of understanding of both the organisations we represent and the candidates we aim to source for specific roles. Business websites provide clear direction and insights into a team’s personnel and capability – allowing us to capture key information on candidate potential. Government portals, tender announcements and project milestones are also highly beneficial, allowing us to gain insight into leaders pioneering such projects and map out potential career progression opportunities for such.

Our network connections in adjoining environments support us in gaining key insights into market leaders whom we may want to approach. We expand our network by picking up the phone to seek out live market insights, which often leads to industry referrals. This helps us to deliver quality, trusted and recommended candidates to our clients.

As a search consultant at North Search, I’m lucky enough to work with a universe of information at my fingertips each day. From contact capturing software to direct conversation insights, our data ensures that each placement is driven by the assurance we are making the most informed placement possible.

Although LinkedIn consumes just one part of our search process, it certainly has nuances of its own. LinkedIn users may not post for months on end – particularly the executive-level and technically niche individuals we interact with. Small details such as mutual connections, pages followed and recently liked posts or comments aid to fill in the information voids on profiles.

We recognise the importance of casting a wide net at the beginning of a search to gain as much viable information on the candidate market as possible. At North Search, our ability and drive to go beyond face value are critical in ensuring a deep coverage of the market. If you would like to find out more about the future of technology and human connection in executive search, check out our recent blog here .

Interested to hear more about our search process? Visit our services pages and make sure to get in touch to discuss how North Search can support your organisation.

Executive Search or Technical Search? What’s the Difference?

Tue, 16 May 2023 08:49:46 GMT

With employment levels peaking and competition for highly valued and niche skill sets in strong demand, it is increasingly difficult to win the war for talent at all levels.

Executive Search is a well-known solution to the challenges of securing senior talent at the Board, C-Suite, and C-Suite-1 levels. This is a detailed and forensic approach that casts a net over a given market to pull talent and assess skill sets, ensuring all opportunities are explored. Market research, networks and technological know-how allow us to look beyond LinkedIn to uncover the hidden gems not found in plain sight. This methodical approach ensures no stone is left unturned in the search for the ideal candidate.

Once talent is identified in what we call a “long list”, the advocacy work begins. Based on a thorough briefing and intimate understanding of the organisation, culture, strategy, and position, we methodically promote your opportunity to the market and bring candidates into the search process.

Detailed interviews follow. This is where skills, culture and fit assessments are made using competency-based questioning, and more formal assessments if desired. A curated shortlist is presented, and client-led interviews are conducted. A close and effective feedback loop is established, and we work together to identify the preferred candidate. We also help to negotiate a package that ensures success for both the candidate and the client.

But what about Technical Search, how does it differ and when do we use it?

Search isn’t just for Executive roles. In fact, although we are very much in the C-suite space now, North Search’s genesis comes from placing extremely hard-to-fill professional and technical mandates in the infrastructure space. This is why we are more tenacious and successful than our old-school SHREK competitors in the Executive space. These firms typically have a placement rate of circa 60% and a fee structure that rewards them for turning up, not getting a result. We have a close to 100% fill rate and are paid for success.

Technical Search is designed for the mid to senior technical or professional positions that traditional hiring methods struggle with. This is typically due to the niche requirements of the position, including skill set, location, and diversity. There may also be a lack of internal capability or time to deliver. In addition, this would be a great option for a multi-hire campaign that demands multiple positions in a business-critical environment.

You do not need to use search if you are getting results from your more traditional methods, it’s not designed to replace tried and tested pathways or your internal talent acquisition teams. Executive and technical search is a complimentary service that supports your leaders, human resources teams and the wider business.

By using our skills across market mapping, networking, and looking beyond LinkedIn, we can develop a search strategy for your niche, critical and hard-to-fill positions. A flexible approach means that you can either wait for a refined shortlist or see and meet talent as it comes into the search process.

We work closely with you to get a thorough understanding of your position, your needs, your company, and the best-fit solution for your available position. With executive search, we work closely to provide feedback and manage the process to ensure a smooth pathway to success.

If you’d like to find out how either of these search options might be best applied to your organisation or challenge, visit our services here , or reach out.

Download our e xecutive search playbook here.

The Future of Executive Search: Balancing Technology and Human Connections

Tue, 16 May 2023 08:44:02 GMT

The impact of technology

In today’s fast-paced world, the impact of technology on various industries is undeniable. Executive Search, a critical function in talent acquisition, is no exception. As executive search firms navigate the ever-evolving landscape, they must embrace technology to streamline processes, improve efficiency, and identify top-tier candidates. However, while technology offers powerful tools for candidate sourcing and engagement, it is important to recognise that genuine human connections remain the cornerstone of effective hiring decisions.

Executive search firms now have access to an array of advanced tools and technologies that enhance their ability to identify, attract and assess candidates.

1. A rtificial Intelligence (AI) and Machine Learning:
AI-powered tools can analyse vast amounts of data to identify patterns and make intelligent recommendations. In executive search, AI can assist with candidate screening, resume parsing, and skills assessment. These technologies enable search consultants to quickly identify qualified candidates and focus their efforts on engaging with the most promising prospects. With the rise of Chat-GPT, I see this as only becoming more prolific in the coming years and a tool that all search firms will need in their arsenal.

2. Data Analytics:
The ability to leverage data effectively is transforming executive search. Advanced analytics tools can provide valuable insights into talent trends, market dynamics, and competitive landscapes. This information empowers search consultants to make data-driven decisions, identify talent gaps, and devise effective search strategies. At North Search, our entire process is data-driven. From finding candidates to screening and assessing them, data is at the core of how we operate as a firm. This ensures our clients have all the information they need to make the best possible hiring decision.

3. CRM Systems:

CRM technology enables executive search firms to manage candidate relationships and engagements efficiently. These platforms provide a centralised database for storing candidate information, tracking interactions, and nurturing long-term relationships. By leveraging CRM systems, search consultants can enhance the candidate experience, maintain contact with high-potential individuals, and tap into their networks for referrals.

At North Search, we use various CRMs to manage different data streams. For delivery purposes, we use the Clockwork CRM which has been designed specifically for Executive Search. Clockwork allows us to share all candidate information with our clients on specific mandates, creating complete transparency around our search strategy, data gained and engagement of candidates.

4. Social Media and Online Platforms:

Social media platforms and professional networking sites have revolutionised talent sourcing. Executive search firms can leverage these platforms to identify and engage with passive candidates. Tools such as LinkedIn Recruiter allow consultants to search for candidates based on specific criteria, engage in targeted messaging, and build relationships with potential candidates. At North Search, we go beyond LinkedIn to source and engage candidates. Using technology such as Lusha (which allows us to source candidate information to directly headhunt), enables us to better connect with candidates. We also use a piece of software called Odro, which allows us to send video messages to candidates who we’re interested to engage with on specific mandates.

The Human Factor in Executive Search

While technology offers immense benefits, it is crucial to acknowledge the irreplaceable value of human connections in executive search. Building genuine relationships with candidates fosters trust, enables deeper insights into their motivations, and ensures cultural fit within organisations. Technology can facilitate initial outreach and engagement, but meaningful interactions and interviews require a human touch.

1. Relationship Building:

Executive search is a delicate process that goes beyond evaluating skills and qualifications. Understanding a candidate’s motivations, aspirations, and cultural fit demands personal interaction. Nurturing relationships through face-to-face meetings, networking events, and informal conversations allows consultants to gain a comprehensive understanding of a candidate’s suitability for a specific position and organisation.

2. Emotional Intelligence:

Human interactions bring forth emotional intelligence, which plays a crucial role in executive search. Assessing a candidate’s soft skills, leadership qualities, and emotional intelligence necessitates personal interaction. Technology may aid in screening, but it cannot replace the ability to perceive non-verbal cues, observe body language, or build rapport that comes naturally to humans.

3. Decision-making:
At the heart of an executive search is the final hiring decision. While technology can streamline the initial screening process, it cannot replace the nuanced judgement and intuition of experienced search consultants. Human decision-making incorporates a blend of professional expertise, contextual understanding, and empathy that technology currently cannot replicate.

Technology undoubtedly revolutionises the executive search landscape, equipping firms with powerful tools to identify, engage, and assess candidates. However, it is crucial to recognise that the human element remains irreplaceable in making hiring decisions. Genuine connections, emotional intelligence, and the ability to assess soft skills require human interaction. By striking a balance between technology and human connection, search firms can gain the most impactful results for their clients, which is really the most important goal.

At North Search, we are completely client-centric and strive to find the best people in the market using a multitude of different technologies, however, genuine relationships and meaningful human connections will always be the backbone of our success.

Interested to discuss your search options with a member of our team? Click here to find out more, or get in touch.

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