Using Recruiters and Finding Your Niche
Before you begin your post-retirement job search, take time to self-assess or seek professional assessment services. This process will define your value proposi- tion, strategy, and target market for the private sector. Without this exercise, you might lack clarity, value, and a strategy, which impedes a successful career transition from military service to the private sector. MOAA offers an experienced team of career-manage- ment consultants to help with this first step.
SOLVING THE MYSTERY OF CORPORATE RECRUITING MODELS Transitioning military officers often need help navigat- ing the executive job-search industry. Most important, 95 percent of the search industry does not work on your behalf; they are compensated by the company, not you. Operating with any other mindset is a mis- take. Executive recruiters will only invest their time in you when they have an immediate, open search to fill. There are three main recruiting models: • Retained. There are hundreds of retained search firms, ranging from large global firms to midsize and boutique. They operate as professional-services firms and typically are organized by industry and/ or function. Their fee is compensated completely by the company. Most search professionals handle six to 10 searches at one time, with a completion target of 90 to 120 days. Their fees are not based on success.
• Contingent. These firms fill openings at lower- and mid-levels of the private sector and normally do not have exclusive listings. Their fee also is com- pensated by the company — but only if they place the successful candidate.
• Hybrid. There is an array of new, disruptive mod- els, which range from coaching services to those professing to handle the search on the executive’s behalf and those who represent the executive as their agent, similar to how sports agents represent an athlete. With these models, the recruiter typical- ly is compensated by the candidate and a successful placement normally is not guaranteed. There are important strategies and cautions when
working with corporate recruiting models. Most important, it should not be your only strategy. It should
be one prong of many in your search. With retained firms, identify those in your area of expertise and the partner(s) and associate(s) in that area. Through their website or LinkedIn profile, find their email address and send an introductory email stating your interest and value proposition, attach your résumé, and request a courtesy interview. After a few days, place a call requesting a meeting. If you don’t receive a response, then move on. Remember, they do not work for you. If a firm contacts you, then promptly respond. If you are a fit, you might become part of their search process — but only for that active search. Visit the Association of Executive Search and Leadership Consultants web- site,
www.aesc.org, regarding the “client bill of rights,” which outlines expectations of service during a search for client companies and job candidates.
TARGETING TECHNIQUES There are three market segments: companies, inves- tors, and recruiters. Identify companies where you have an interest and where you deliver a value proposition. Locate contact details of the hiring executive for each company through the company website, LinkedIn, or your network; use these tools to find open positions, apply for them, and follow up with an email to the hiring executive, followed by a phone call. Use your network to help open doors. Ensure your email subject line references the targeted open position. Investors also might be an important part of your
search. Focus on mid-market, private-equity, and growth-equity firms and their portfolio companies. Replicating the process for companies, contact the partner investing in your area of expertise and follow the same research and outreach process. Leveraging all of these prongs in an efficient,
focused, and diligent manner will lead to success. Be patient, move on when it is not the right fit, and maintain self-confidence. And remember: If you do not ask, you do not get. — Melissa A. Henderson is the president, CEO, and founder of Summit Executive Resources, a firm repre-
senting executives. She writes and speaks frequently on issues surrounding executive placement, recruitment strategies and compensation, and establishing highly effective corporate governance.
MAY 2016 MILITARY OFFICER 71
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