In today’s challenging economic climate, ‘headhunting‘ (or executive search as it is also known) as a practice has never been more popular. Whilst the headhunters’ call has the capacity to flatter and unsettle in equal measure (even for the most senior and accomplished candidates) it’s in your best interests to make the most of this opportunity. The message is: if you haven’t been headhunted yet, you will be.

In almost every sector we are involved with; technology, consumer (in-house positions), corporate (in-house, again) financial PR and healthcare, headhunting is fast becoming the recruitment method of choice. (In healthcare, talented individuals are so scarce that it’s our exclusive modus operandi). It’s the most effective way of identifying and sourcing the best people for a position; it can lead to a fulfilling, long-term relationships with a recruiter who has much wider access to upcoming, unadvertised positions than could ever be realised through professional networking and; let’s face it, it can even be rather flattering.

So, when the call comes, don’t be tempted to dive under the office desk. Instead, make the most of this career-propelling opportunity and be prepared.

• Step 1:  Don’t panic!

Professional headhunters will do everything they can to make you feel comfortable and are well aware that you may be in an open office and unable to talk freely.  If a headhunter calls, they’ll request your telephone number or e-mail address so that you can talk at a more convenient, mutually agreeable time. If you are in a position to take the call, listen first, be inquisitive second. Establish why the headhunter is calling and what they want before presenting your case and requirements.

• Step 2: Be flattered

We only ever headhunt when we are looking for a candidate to fill an active or up-coming position. You will have been identified, through networking or industry word-of-mouth, as a quality, high-calibre candidate. Be flattered rather than freaked out – it’s not every day you are recognised for your talents.

• Step 3: Make the most of this opportunity

Although headhunting is becoming much more common-place than it was as little as three years ago, you may only receive a few of these calls in your entire career.  Even if you are not looking for a job now, don’t dismiss the call out of hand. Instead, try and impress the headhunter as you would a prospective interviewer. If you make a good impression, the headhunter will keep you in mind for future opportunities when you very well may want to move on. Against a backdrop of mergers, restructures and acquisitions, that time may be sooner than you think…

• Step 4: Headhunters operate at every level, across all sectors

It’s a myth that headhunting only takes place at senior levels. In healthcare, for example, the market space is so select that headhunters are retained to recruit junior positions right through to director level. However, according to Charles Cowan, our specialist healthcare consultant, whilst senior candidates will probably have been contacted by a headhunter before, and know how to handle the call to their best advantage, the same can’t be said of juniors. His advice? Anticipate the call in advance so you won’t be flustered when the opportunity presents itself.

• Step 5: Confidentiality

Just as a headhunter will treat this call as highly confidential,  they are also unlikely to divulge the name of the recruiting client in the initial stages, i.e. the first telephone call. Remember that as much as the headhunter has been tasked with identifying talent, they have also been put in a position of trust by the recruiting client.

So, you’ve had the call – what next? Meet with the head hunter face to face. It is important for anyone representing you to understand your skills set and career aspirations thoroughly. A headhunter can also be an excellent adviser and source of information, as well as someone you trust. And, as basic as it may sound, communication is key. Being open, honest and upfront helps to get the most out of a headhunter. If you are planning to move to Australia in 6 months or have no desire to work for a company they suggest, don’t be afraid to let them know!

Love it or loathe it, networking is one of the most under-rated yet effective way to generate new business, develop mutually beneficial relationships with key stakeholders (and that includes potential employers) and access a wider professional audience than you would otherwise have access to. It’s all about making a positive impact – and its importance has never been greater.

As leading business guru and career development expert, Jack Downton, explains in a recent City AM post, “In 2012, networking will become an increasingly important skill as business opportunities continue to prove scarce.”  It’s a view that ‘networking queen’ and ethical PR supremo, Julia Hobsbawm, shares. In an article (9 January 2012) in the Evening Standard, she opines, “The recession has thrown up a skills gap and I regard networking as a hard skill, not a soft, nice-to-have, fluffy thing.”

As professional communicators, we are one of the disciplines best suited to well-honed, professional, targeted networking skills, whatever our personal reluctance. However, if you’re still tempted to hide in the corner tweeting when the next work-the-room opportunity arises, here’s some tips on perfecting those networking skills.

• Do your homework: The first thing you should do after accepting the networking event invitation is do some research. Ask the organisers to send you a list of attendees so you can identify who best to talk to during the session and make best use of your time. Jack Downton suggests setting reasonable targets, aiming to meet four or five people at a seminar for example. We agree.
  

• Plan your approach: Once you’ve identified the people you would like to speak to, plan your approach. If they’re huddled in a group already engaged in conversation, leave it until later and try someone else. Key physical signs to look out for are those who aren’t facing each other and look receptive to welcoming others. Engage the ‘ring-leader’; the person who seems to be leading the conversation and say: ‘Can I join you?’. It may seem bold, but making contacts is what everyone is here for, right?

• Listening is key: As tempting as it can be to launch into super-sell mode, particularly if you’ve made self-appointed targets, try to resist. Instead, listen to the conversation and, like the best media training, respond accordingly, perhaps asking questions, before introducing your own RELEVANT agenda or opinion.

• Exit etiquette: Professional networking is a bit like speed dating: first impressions count, but if your ‘date’ isn’t a fruitful one, move on – politely.  Even if you’ve made a great connection, don’t be tempted to anchor to this safe harbour for the rest of the session. Obtain a business card, explain you’d like to develop the relationship following the event but need to chat to a few more people. Everyone understands!

• The morning after: It’s accepted practice that you should follow up with contacts within 48 hours. Ensure that your dialogue will be mutually beneficial, perhaps asking for advice, sending a link relevant to the topic you were discussing or suggesting a further one-to-one meeting. E-mail, either directly or via LinkedIn, is fine as long as the approach is targeted and personal.

Why not make improving your networking skills your resolution for 2012?

Interview questions, generally speaking, can be divided into two categories: ‘the common’ (nice) and ‘the curveball’ (not so nice).

The following questions: ‘What are your greatest strengths?’ and it’s ‘evil’ twin, ‘What are your greatest weaknesses?’ bridge both camps, but are amongst the top ten questions you’re most likely to be asked so there’s no excuse for being unprepared.

First up, the friendly one…

What are your greatest strengths? A gift of a question for those who want an opportunity to sell themselves! Concentrate on three or four proficiencies, partly to stay focused and secondly, so you don’t appear overconfident (that goes in the weakness pile). Also ensure that for any strength cited, you’ll be expected to give examples to support your claim. Our top ten examples of strengths and aptitudes are:

1. Having a positive attitude
2. Going over and above what is required
3. Being a great relationship builder
4. A supportive and encouraging manager
5. Having a determination to succeed
6. A savvy networker
7. Being able to meet tight or competing deadlines
8. Having the ability to prioritise in a demanding environment
9. Understanding the requirements of business and the media
10. Having great empathy or intuition

Now, the not so friendly one!

What are your greatest weaknesses? Clever candidates will have learned by now that, like the metaphorical cloud, behind every weakness is a silver lining. (Humbly, not arrogantly) offer up a weakness that could be perceived as a ‘strength’, perhaps adding ways in which you’d learned to overcome it.  Examples may include:

• I’m a perfectionist and demand a great amount from my team, but they have consistently delivered and say they are grateful for helping to motivate them to succeed.
• Sometimes I take on too much, but I’ve learned to delegate over recent years which has been well received by my team.

The other alternative approach to this question is citing a weakness that is experience but not ability or aptitude based. Experience can be gained in a new role; core competencies, however, will be required to secure that job!

Senior hiring executives have been sharing their thoughts with Delyth Evans, CEO of our charity partner, ‘Dress for Success’ as to what makes a great candidate.

It seems that the received wisdom amongst those in the hiring hot seat is that it’s your attitude and enthusiasm in an interview that can transform you from a ‘maybe’ to a ‘must-hire’.

It’s a viewpoint which our own experience in PR recruitment supports. Having the mindset for success is the most important foundation for success in any job and clients who recognise this are rewarded with a better hire than those who simply focus on skill sets, experience or, even worse, more subjective reasons.

Here are some other things that we, recruiting companies and clients look for at interview (you may be surprised).

What’s Hot

• Employers and recruiters, generally speaking, don’t judge people solely on their CV, firstly because the CV may be embellished or skewed but also because two sides of A4 aren’t a true reflection of a candidates’ overall ability.

• Many employers only focus on the first half of a CV, so make sure that your personal and career history is given priority and compels the reader to want to know more.

• A candidate’s age is far less important than their attitude and outlook on life.

• Candidates who have taken a career break, most commonly taking time out to raise a family, aren’t precluded from the hiring process – far from it.  The important thing is that the candidate can relate transferable skills learned during this time to the job role in question, such as organisational skills, time-keeping and budgeting for example.

What’s Not

• Attitude may be all important, but make sure it’s the right kind. A negative attitude, even a hint of one, has only one outcome – ‘one strike and you’re out!’ regardless of skill set or experience.

• A candidate who goes to interview without knowing what the job entails or what the company does will not succeed. Do your research!

• Senior candidates who have fixed or set ideas.  Being able to demonstrate flexibility, team spirit and a desire to continue professional growth even at the highest levels will always be more appealing to clients than those who think they ‘know it all’ already.

• Senior level professionals who forget they need to ‘sell’ themselves and demonstrate their value as they’re used to their advice being taken and not questioned

• Employers rightly expect the candidate to be motivated to get that particular job. A candidate who indicates that their motivation is solely financial is not going to be successful. “I just want a job, I don’t really care what it is” will never win interviewing hearts over, either!

We are always on the lookout for great networkers to join the works but, like PR, recruitment has a mixed reputation.  We thought we would give you an insight into why we love our jobs.

1. The role is a superb mix of relationship building, using all your resources and managing expectations
2. It’s great if have an enquiring mind and enjoy finding out about people
3. From banking to consumer brands, we meet fantastic people every day and get an insight into their world
4. It’s highly satisfying – you get out what you put in – and if you are driven you can build a great business
5. We love working as a team but you also have loads of autonomy and ownership
6. Constant change – no two days are the same and it’s challenging
7. It’s great to help build businesses and support people through their careers
8. We enjoy giving advice every day on anything from salaries to interview technique
9. We thrive on the challenge of matching people to opportunities and vice versa,  so you end up being a demon interviewer and become adept at reading people
10. It’s fun too!

Interview traps can be hard to spot but we’d be amazed if even in the shortest of careers you hadn’t come across this ubiquitous interview hurdle: “Why do you want to leave your present employer?”

Whatever your true feelings about the company you are wanting to exit, under no circumstances should you wander in to the realms of rant, however tempting it may be.  As a professional communicator charged with upholding corporate reputations, how you regard a current employer at interview will inform your potential future employers about what you may say about them – and their clients.

Do

• Stress the positives of the company (there must have been a reason you joined them in the first place) and why they were a good company to work for
• Tell them about any training or work-related experience you’ve gained
• When addressing the reasons why you want to move on, make them skills, ambition and values related, perhaps stressing that you are looking for a new challenge and what that means to you.  Remember to relate what you are saying to the role and the company you are applying for, matching the advertised job description with the skills that you can provide.
• Take advantage of pre-interview coaching, a service that we provide to our candidates

Don’t

• Be tempted to rant about internal (and confidential) politics. The interviewer will gauge your discretion on behalf of the company / agency and its clients.
• Mention personality clashes – the interviewer may see YOU as the agent provocateur
• Use salary increases as the sole reason you want to move – this will not be viewed as sufficient motivation

It’s a rule of thumb that when it comes to being asked about present employers that, “if you can’t think of anything nice to say then don’t say it at all.”

As champions of best practice, we like to give credit where credit is due. Given the government’s desire to create the ‘Big Society’ and with less than a year to go before the Olympics, we wondered just how engaged the PR industry is with volunteering – a central tenet of corporate social responsibility.

The benefits of volunteering – to society and to the forward-thinking companies who put their money-where-their-mouth-is are manifold.

Christian Marroni, Head of Global Media Relations at the legal firm, Freshfields,  says: “Our CSR programmes have shown to provide our people with job satisfaction, motivation and a real sense of achievement.”

Whilst Freshfields CSR activities include helping developing countries tackle issues such as poverty, child mortality and climate change by providing pro bono advice and work to Save the Children and Oxfam for example, closer to home the firm’s investment programme of 50,000 hours of collective community and pro bono work – in which an impressive 39% of staff have been involved – has, in Christian’s own words, made ‘tremendous differences’ to the causes the firm supports.

“Since 2001, our ‘Ready for Work’ programme has provided 180 homeless clients with work placements at the firm, 45% of whom have gone on to gain full time employment, 15 of them at Freshfields itself.”

It’s clear that for Freshfields, their CSR programme is a win-win, for the beneficiaries and for their own employees’ continuing professional development.

“Such activities are a good way to met colleagues and can help develop skills such as adaptability, communication and leadership,” he says.

The award-winning boutique PR company, Threepipe, provides another shining example of a company embracing the benefits of volunteering, allowing every member of staff two extra days a year to devote to their cause of choice. As part of their vision to become the best place to work in the industry, the company signed up to LeapCR, an innovative online volunteering platform which helps and encourages all staff to find fundraising and volunteering activities they would like to support.

Alishia Chitolie, junior account executive says, “I think it’s great that Threepipe encourages us to get involved in volunteering, and I especially love the fact that we’re allowed extra time off work to make it happen. I think it sends a message that they care about their staff and about helping to give something back to the community, and it’s really rewarding for the team members to get involved.”

We also know from our own experience at The Works just how mutually rewarding volunteering can be. Since 2010, we’ve been involved with ‘Dress for Success’, a rapidly growing charity which works to promote the economic independence of disadvantaged women by providing professional attire, interview training and a network of support and career development tools to help women thrive. Our consultants volunteer to conduct interview training sessions and provide practical career advice on helping them get back on the career ladder.

Sarah Leembruggen, the Work’s co-founder, says: “We come back buzzing from our days at Dress for Success and when we are told that the woman we have trained have secured a job, partly thanks to our training, you can’t help but smile.  We have made a real difference in someone’s future.”

Nothing is guaranteed to strike more fear into the heart of the candidate as those that relate to competency, which in an interview situation are commonly disguised as ‘the scenario question’.

You know the ones. Open ended “tell me about a situation where you have….” questions. They’re questions, usually posed or forwarded by savvy HR managers, and are designed to show core competencies rather than technical knowledge. And there’s the rub. Whilst they may seem rather innocuous, they’re intended to demonstrate how you performed (or didn’t perform) in a crisis or challenging situation. For the unprepared candidate, the capacity for trip ups is huge – even for the most experienced PR professional.

However, by anticipating any of the questions below (or variations on a theme), and having the answers up your sleeve, the scenario or competency question can actually be a power for good: a platform from which a candidate can show themselves off in the best light.

It may seem obvious advice, but listen to the question – really listen, and, using the examples you’ve prepared pre-interview, answer accordingly. Don’t rush. Take your time to answer. But by breaking the open ended question down into four components: ‘aim’, ‘execution’, ‘results’ and ‘evaluation’, the competency based question can actually provide you with some structure to what could other-wise be a very open ended question.

Here are a few examples in our ‘rogues gallery’ of scenario questions. As with every interview question, being able to provide measurable statistics or markers with regards to evaluation will earn you valuable brownie points in the eyes of the interviewer. Think ahead and think SMART.

• Describe a situation where you have renegotiated an increase in fees with a client. How did you justify this?

• Describe an example of how you influenced senior management to implement one of your own ideas. How did you validate that this idea could improve business performance?

• Describe how your team has developed through your leadership. How did they change?

• Describe a situation where you have given negative feedback to someone more junior than you and someone more senior than you.

• Describe a situation where there was very little possibility to motivate a team you managed, perhaps no pay rises for over a year, or no bonuses for example. How did you overcome these challenges – and how do you know those measures worked?

• Describe a situation that you have dealt with where there was an underperforming member in your team.

• What is the biggest ‘crisis’ situation you’ve dealt with and how did you tackle it? What were the specific challenges you had to overcome, internally and externally? What went well? With the benefit of hindsight, what could you have done better?

Whether you love them or loathe them, one thing is certain: competency based questions WILL get asked. You just have to be ready for them.

Working in communications, those doing the hiring (particularly PR and Marcomms agencies) are better than many other industries at knowing how to elicit information without straying on the wrong side of anti-discrimination law. We’d also like to stress that rogue interview questions ARE only being asked by a naughty few. But, as our candidate feedback demonstrates, there remains a significant proportion of interview questions that aren’t so much designed to help a candidate shine at interview as leave them wondering just what they would be if they were biscuit (we kid you not).

In the next few weeks, we’re going to be helping you to handle the most tricky interview questions so that whatever you’re faced with, you’ll be able to show yourselves off in the best light.

First up, interview question offender number 1:

“Do you have, or are you planning to have children in the near future?”

The good news about this potential can-of-worms question is clear: your interviewer is breaching sex discrimination legislation and you are in no way obliged to answer this.

Our suggestion would be to smile, raise an eyebrow, perhaps, and counter by saying, “You’re not allowed to ask me that, are you?” We feel this strikes a balance between cutting off the line of questioning without ruining your rapport.

Job done, right? Well, not necessarily. You see there’s a whole world of difference between those interviewers who are genuinely out-of-step with appropriate interview questions and their legality and those mavericks who ‘feel the fear and do it anyway’: rogue employers who are savvy about discrimination but perhaps not about ethics, so will try to elicit the answer by other means, the scoundrels! We’re talking the wolf in sheep’s clothing of interview tactics. For them, the question may be dressed up as:

“Tell me about your partner / background”, in the hope that you may lead them right up the path to nursery furnishings.

Again, these type of questions are interview no-no’s. There’s no law against finding out what makes an interviewee tick, but steer your interviewer to more neutral territory – and remember, the law is behind you. An interviewer shouldn’t be asking personal questions to try and determine whether you are married, or about your culture and (non-career) history, either. By all means provide information that will demonstrate that you are fit for task, but there’s no imperative to furnish it with insights gained from your personal life.

Click here for further information about discrimination in the recruitment process.  If your interviewer continues to pursue avenues they shouldn’t, then they could be facing an Employment Tribunal, or action from the Equality and Human Rights Commission.

We find that’s usually enough to quiet even the most persistent interview offenders…

And return it has! Four months ago, counter offers were most likely to occur between legal communications teams but with more private sector agencies winning business, the phenomenon has now spread across the board to include corporate PR, particularly in the financial services sector.

We’re not just talking counter offers between a current employer (understandably wanting to retain talented staff they’ve trained and invested in) and another potential employer, but bidding wars between three or four employers all keen to secure the best hire.

Without doubt, the main driving force behind this round of counter offers is money. Talented individuals, frustrated by the recession-enforced career inertia of the past two years are now chancing their arm at interview(s) primarily to boost their salary.

Arguably, some of the candidates we’ve seen who have ‘won big’ at counter offer are those who were genuinely underpaid. One agency candidate even doubled their salary whilst eventually staying with the original employer. Doubling salaries may be exceptional, but it’s been our candidates’ recent experience that significant pay hikes are a factor again.

However, as flattering as a counter offer is employers and candidates should proceed with caution.

National surveys of employees consistently show that of those who accept counter offers, 50 to 80% voluntarily leave their employer within six months of accepting the deal largely because of un-kept promises and the reasons other than salary why they were looking to leave haven’t gone away.

To ensure you don’t become one of those statistics, it’s worth asking yourself the following questions: “Will your loyalty be in question by remaining in the job, especially if future redundancies are likely?” “Is the counter offer just a stalling tactic to avoid short-term inconvenience or a genuine desire to progress you career?” “Will this preclude next year’s bonus?” but most importantly of all, “Do the proposed improvements eliminate the reason you went for a new job in the first place?”

Finally, you also need to think about not burning your bridges.  If you turn down a job offer then you may not be considered for a role at that company in the future as it may be viewed that you messed them around.