6 Steps to Improving your Executive Recruitment


In our recent webinar with Steve, who is the Managing Partner at Eton Bridge Partners, we discussed the 6 steps to an effective recruitment process. With Eton Bridge Partners being a renowned leader in executive search and interim management, Steve’s perspectives offer a wealth of practical wisdom for PE-backed companies seeking top talent. What follows is a summary of Steve’s top tips…

1. Invest time in clearly defining the role

Precisely defining the role forms the foundation of building an effective executive
recruitment strategy. It begins by aligning the role with the business’s current state,
future needs, and requirements. This involves a thorough assessment of how the role
fits into the investment cycle and the maturity of the business. For example, you may
be earlier in your investment cycle and looking for someone to build a function, or you
may be further down the line and need an executive to help you execute an exit.

Another key step to defining the role is engaging your senior team in this process. Not
only will they have a solid idea of what the requirements are, it will also drive ownership
in the hiring process.

Once you have defined the role effectively transparency is key. Your potential candidates
should thoroughly understand the likely challenges they are going to face and the
impact they can have on the business.

2. Over hiring for the role should be mandatory

Embrace the concept of over hiring to ensure alignment with your long-term business
objectives. Recognising the balance between immediate impact and future scalability
is crucial and you should hire for what the business will need in 3-5 years rather than
its current state. In the hiring process you should recognise the evolving nature of the
role and transparently communicate this to candidates.

There can of course be concerns here around salary & bonus costs, but ask yourself, if
you hire someone who is only capable of running the business in its current state you
are just going to be running another money and time expensive process a few years
down the line.

If the salary expectations really are too high try to pull the equity lever to get them over
the line.

3. Develop the job spec and identify your talent pools…


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