Robert Tearle Consulting is a boutique headhunting firm

We don’t find jobs for people, we’re not a recruitment agency.

We’re a headhunting firm, we find exceptional people for companies.

Our clients are tech/digital vendors

Often small, ambitious, early-stage and best in class companies, for whom we recruit Leaders (CXO), Managers and Senior Sales & Consultants.

If you’re making senior hires, you’ll find a headhunting approach is the best one.

What is headhunting
Strategic business value
Our approach

 

 

What is headhunting?

Firstly, headhunting is a specialised subset of external recruitment.

The term headhunters and executive search are one and the same.

It’s one associated with filling senior positions and is a different approach to that of recruitment agencies.

Headhunters and recruitment agencies fill positions by sourcing from different pools of candidates.

Recruitment companies sources candidates through advertising… job portals, social media, a CV database and approaches by active jobseekers i.e. they are re-active.

In contrast, headhunters are proactive, they identify who they want to speak with and are the ones approaching.

Don’t call us, we’ll call you.

Headhunting is based on the principle that the majority of the best candidates are employed and not actively seeking a new role, but are the perfect fit for that vacancy.

Which means headhunters scour the entire industry. Using a comprehensive network of industry contacts, including referrals and word-of-mouth.

Reaching hard-to-find candidates who aren’t currently looking, or even casually networking for new appointments.

Strategic Business Value

If you’re recruiting into a senior position, which is likely to have a significant impact on your company’s overall business performance, then you should be seriously considering using head-hunting services.

The more senior the position, the greater the ripple effect and therefore exceptional hires can be expected to bring massive returns and great value.

Head-hunting is widely used at senior levels, where the impact upon business performance can be as high as 40%!

A successful appointment may result in a positive impact on the business of up to 20%, while conversely, a poor one could be minus 20%!

The more senior the appointment the greater the stakes, which is why head-hunting is so highly valued.

The best people are usually heads down and happy, and can only be reached by specialist head-hunters.

This is a core principle adopted by most headhunting organisations.

The higher the calibre of the job holder, the better the outcomes you can expect that individual to deliver in the position, and the more senior the position, the greater the ripple effect. The job holder’s actions and performance will have a positive or negative effect on the team, other departments, business units or even group-wide, and not just in the short term, but in some cases for years to come. The stronger the hire, the better the outcomes you can expect:

  • Maximising shareholder return
  • Maximising profit
  • Maximising sales revenues
  • Maximising cost-efficiency

In the executive search industry, there are big global players and specialist boutique firms like us with deep knowledge of the tech / digital sector.

Robert Tearle’s background and specialisms are a case in point. Robert Tearle Consulting specialises in recruiting for the tech sector, into management, consulting and senior sales roles. Robert Tearle’s bio includes studying business at college, followed by 7 years selling IT solutions, 10 years of management experience and 20+ years in recruitment and head-hunting.

The primary focus is to help you to hire exceptional people who achieve exceptional results.

 

Head-hunting brings other benefits:

  • It’s possible for us to help you in cloak and dagger situations: to confidentially seek out a new hire without the incumbent being aware that they are being replaced.
  • Confidentiality is often uppermost on an execs mind, often they are uncomfortable with a direct approach, particularly when it comes from a competitor… a headhunting approach alleviates this.
  • Recruiting is a time-consuming activity, we can save you considerable time.
  • Not just time, but also it’s a huge distraction from core business activities. You can brief us, leave the assignment with us and we can return with a qualified shortlist of people from which you can fill the position/s.
  • Tapping into a greater breadth of candidate pool.
  • Assurance, you can expect head-hunters to be thorough, comprehensive and to tune into a greater breadth of candidate, and bring an extra set of eyes and ears to the process.
  • Helping you to maximise your chances of making a successful hire and mitigating risk.

Our approach

Where to look?

Like most head-hunters, we brainstorm and think smartly about which companies are most likely to employ the kind of talent you wish to find. This will be determined by the nature of the hiring requirement and your preferences however the hunting ground will normally include one or more of the following:

  • Competition
  • Aligned industries
  • Geographic
  • Companies who have faced similar challenges

Having determined which companies are most likely to employ the kind of talent required, we’ll then look to identify the target prospective candidates employed in these firms using our people network and doing intensive searches on Linkedin.

How do we do it?

The success of the search is very much dependent on the strength of the briefing, including determining not only what the employers’ expectations of a candidate are but also why a smart energetic ambitious executive would want to give up their existing job in which they are probably well integrated, respected and performing well.

Having taken a briefing from you, we’ll then submit a draft briefing document outlining the nature of the challenge, the remit, the opportunity and the person profile – the roadmap for the search and the hunting ground.

Enabling us to synergise our understanding with yours.

And then we’ll submit the agreed briefing document.

People say head-hunting is a black art, but it’s not.

Robert Tearle Consulting applies a 7 Stage Search Process

Candidate generation (Research)

Our starting point is research: looking at the industry sectors where the target candidate is likely to be found, and at the companies which operate in those sectors. Research is the key to work sources (conventional and on-line) and to leverage referrals.

The term “research” in the context of head-hunting means identifying and approaching prospective candidates.

This is the most time-consuming stage.

We take up soundings on ideas and prospective candidates throughout the process – in particular, taking views not only on where the best candidates may be found but importantly how well-qualified people may be.

Soundings enable us to build quality into the search at an early stage and where possible cross-referencing (taking multiple soundings, from different people, with different relationships/reporting lines and in different periods/roles in which the person was employed eras) ensures a holistic view.

The process of identifying people and thoroughly vetting them is time-consuming and requires high-level assessment.

Sources…

These are the people most likely to be able to give us referrals of prospective candidates who would be well qualified.

We’re mindful that some people will be unaware that we want only the very best people to the exclusion of others, sources may offer up suggestions of people who are actively looking for work, desperate perhaps. Our job is to be firm, be specific, be precise to solicit the best referrals. Where appropriate we are professionally pushy to tease out the best referrals.

One of the challenges in head-hunting employed people is simply getting them on the phone.

This is particularly important the starting point being getting someone’s number…

and that’s one of our advantages, which sets us apart… we’re very well connected.

Whilst some people may respond to a Linkedin message not all people do.

Persistence is key with prime sources and prospective prime target candidates. If the talent pool is limited you must leave no stone unturned.

There’s a certain knack to getting people to open up and being able to “position the job well is paramount”.

Screening, short-listing and submission

I’m not going to elaborate about interviewing and screening here other than to say one of the main reasons employers use us is for pre-screening. Our approach is structured, thorough and our experience/expertise gives us the ability to properly assess people and benchmark one against another.

Proper interviewing is also fundamental to building a relationship which allows us to better influence the candidate, and where appropriate solicit referrals.

When we submit the CVs you can expect an executive summary or candidate report for each candidate.

Whilst the ideal is that those short-listed are presented as one submission, often our clients want the best results which means sometimes we’ll submit strong candidates immediately having interviewed them and keep adding to the candidate pool until such time that an offer has been made and accepted.

Client selection and on-boarding…

One of the most important tasks is that we keep those people in the candidate pool warm throughout what is an extended process.

When first approached candidates will be excited at the prospect, but once into the process they’ll become more aware they are not the only candidate interviewing for the job. After several weeks into an interview cycle likely to last upward of 4 weeks, interest may wane, reservations may creep in and the candidate’s circumstances may change.

It’s uppermost on our minds to keep the candidate pool content and, where appropriate, to top it up.

Likewise, we’ll keep you aware of candidates’ interest, issues, threats etc.