Bringing the Appointment Together
Identifying the preferred candidate does not complete an executive search. The appointment still depends on clear expectations, careful communication and a workable agreement between the client and candidate.
Reference checks may support the assessment, but circumstances can change as the process approaches its conclusion. Compensation expectations may not be fully aligned, a current employer may make a counteroffer or the candidate may reconsider the implications of moving.
The final stage therefore requires the same care and professional attention as the search itself.
Confirming Alignment Early
Alignment should be established before a candidate is presented and reviewed again as the process develops.
The consultant should understand why the candidate is considering a move, what the person expects from the opportunity and whether the role, organisation and career possibilities provide a compelling reason to proceed.
Compensation should form part of this discussion. The consultant needs to understand the candidate’s current remuneration, expectations for a move and the client’s proposed range. Where there is a material difference, both parties should be aware of it before investing further time in the process.
Candidates have often shared their frustration with me about being introduced to opportunities that could never meet their expectations. In these situations, the search firm may have secured another candidate presentation, but the result is usually disappointment and wasted time for both the candidate and the client.
This does not mean that every move must provide a substantial financial increase. A candidate may consider a lateral package, or occasionally lower immediate remuneration, because of the role, longer term career possibilities, organisation or leader. What matters is that expectations are discussed openly and that neither party proceeds on an assumption that is unlikely to be fulfilled.
When Circumstances Change
Even after reference checks have been completed, a candidate may reconsider the appointment.
The current employer may make a counteroffer, offer broader responsibilities or address concerns that originally led the candidate to consider leaving. I have experienced situations where a resignation prompted the organisation or supervisor to make the changes necessary to retain the person.
A counteroffer is not always only about remuneration. It may involve recognition, reporting relationships, responsibilities, career progression or the resolution of an existing problem.
These possibilities make it important to understand the candidate’s motivation throughout the search. Before the appointment is finalised, the consultant should revisit the candidate’s reasons for moving, any remaining concerns and the factors that could influence a change of mind.
The purpose is not to pressure the candidate to proceed. It is to ensure that the decision is being made with a clear understanding of both the new opportunity and the reasons the candidate originally considered leaving.
Reaching a Workable Agreement
Once both parties are ready to proceed, the consultant can facilitate clear discussions about the remuneration package, appointment terms and proposed start date.
Where expectations differ, the consultant should help each party understand the other’s position and identify whether a workable agreement can be reached.
The consultant’s role is not to negotiate aggressively on behalf of either side. It is to support an informed discussion, reduce misunderstanding and help the client and candidate reach an agreement they can both accept with confidence.
Closing the Process Professionally
The final appointment should not cause the other candidates to be forgotten.
Candidates who have invested time in interviews and discussions should be informed respectfully when they are not selected. Clear and timely communication protects the relationships developed during the search and leaves candidates with a professional impression of both the client and the search firm.
A successful appointment is not simply the point at which an offer is accepted. It is the result of sustained alignment between the client and candidate, supported by clear information, realistic expectations and professional communication throughout the process.