Headhunter helps firms avoid hiring mistakes
The founders of Dublinbased VisionSpark think their firm’s research-based executive search process can help companies make the right call when hiring key leaders.
Customized for each client, VisionSpark’s approach is based on the research done by experts in the hiring field, says CEO Alec Broadfoot.
Broadfoot and co-founder Adam McCampbell had witnessed hiring mistakes at companies where they had worked and discovered that they shared an interest in helping companies make smart hiring decisions. That led to a lot of research and the eventual launch of VisionSpark, which has built a multi-industry, multi-state client portfolio of small to mid-sized companies.
Broadfoot recently spoke with Columbus CEO about the company’s approach.
Q: What led to the creation of VisionSpark?
A: My business partner (McCampbell) and I had a passion for making sure that people hire right. When I had my company, I thought I was a good business owner — I had an MBA and good experience — but I couldn’t hire worth a darn. Like everyone else, I based it on gut instinct and magic. It wasn’t successful. I had a couple of mentors (business management consultants Fred Crum and Dave Wilbert), had some assessment tools and learned about some of the Gallup research on engaged employees. I learned there are certain people you just can’t motivate. If they are not engaged with your company and don’t have your core values, then you shouldn’t hire them. When Adam and I decided to start this business, we saw we needed to talk with Bob Spence (architect of the Choosing Winners System). He helps with a lot of the research we have for successful hiring. I feel we have a pretty buttoned-up process now where we’re successful and our clients are successful in hiring.
Q: Tell us about VisionSpark’s executive search process.
A: Most recruiting firms will start with a job opening, go to their database (of candidates) and compare (the open position) with an appropriate resume. … Our process is that when a client engages us, we start with a blank piece of paper and ask them, “What does success look like? What are the behaviors that determine that success? A year from now, a person who is excelling in his or her role, what did he or she do to get there?” We also ask them, “What is the who?” What we mean by that is the behavior, strengths and values of the person they want to hire and how that aligns with the culture of their company. We also ask, “What are your core values and what values do you want this person to have from the start?”
Q: Does that differ from what other executive search firms do?
A: I believe so. They tend to focus on job responsibilities and resumes. But the resume is a marketing brochure — most have lies and embellishments on them. People fall in love with the resume. Then they interview the person, and it’s not the person (described in the resume). We develop a position profile. It’s written in such a way that it attracts talent. We don’t start with a database of (candidates) like most search firms and recruiters.
Q: Where do you post these job openings?
A: Some of it is proprietary, but we also post on job boards. We do some active recruiting, too — 5 to 10 percent (of searches) — where we will reach out to potential candidates. It’s more of a passive approach. We don’t poach employees.
Q: What’s the rest of the process involve?
A: We score resumes, give a numeric value to them and start the screening step. What makes us different is that we have research on what makes a great candidate. We also know the questions to ask and the answers to those questions based on our research. Then we score candidates on whether they get the answer right. If they do well, we take them through a second phone interview. It’s about 90 minutes and evaluates 12 different areas on what makes a great leader. Then they take an online assessment that evaluates their mental aptitudes and personality. We look at what they’ve learned and who they are as a person. It’s a complete picture. We may start with 100 people and narrow them down. … In the end, our client has three rock stars to choose from who have made it through every round of the process.
Q: What metrics do VisionSpark use to measure the success of the services it provides to clients?
A: We look at how many of (the hires) are let go in their first year and how many are still with the company. We also look at if the company is going to ask us to do another search. That tends to measure success.