Case Study: How Interview Dynamics Shaped the Success of a Global Executive Hire

I recently completed an assignment to recruit a Division Leader of an International Chemical Trading company. We made a successful appointment where we have been able to use some creative, whilst also discreet advertising, as well as targeted networking and direct approaches. I say ‘discreet’ as there were some commercial sensitivities and the company’s identity for a long period had to be held in very strict confidence. However, I also know the industry well and that network proved invaluable to further identify appropriate candidates, whom we approached.

As I say, a successful appointment was made. Nevertheless, there were some challenges that we had to navigate and I wanted to share these learnings.

The first ‘client interview’ included a mix of both local management in person and international leadership (Singapore) via technology. To be frank, there was a mix of cultures, technology and styles at play. What occurred was an interview that had a predominant ‘speaker’ with questions, whilst others contributed less. There are different styles and that is certainly fine, however, on gaining feedback from the candidates they all felt that the interview did not flow as well as they hoped. Some candidates even commented that they didn’t feel “embraced”, sensing themselves a bit alienated. Despite one particular candidate being quite well regarded, the “feel” that the candidate got from interview, saw them take up another opportunity. So that was someone we lost. Another individual felt they couldn’t properly convey their experience and fit adequately. Clearly, there was an issue around the first interview.

We did, however, make amends with secondary interviews of candidates that were far more conversational, and I think that enabled us to ultimately make a very strong appointment. It did though highlight the importance of that first interview. Creating a relaxed and flowing discussion gets the best out of candidates, which allows them to present their best selves. When they do, that organisation gets the right data and information from the interview and a better understanding of cultural fit. Decisions are then best informed.

So, being open and engaging at interview is really important. Candidates are potentially looking to “attach their career wagon” to the company. They feel ‘embraced’ when the organisation is able to tell them about their company and objectives. The candidate can then discuss how they think they can help the company meet those objectives and indeed how they’ve done similarly in the past.

Interviews are also reflective of the company brand so clearly it’s good to portray that in the best possible light.

There were some valuable lessons, but also I really respected the preparedness to take on feedback and, as a result, more fully engage. There are inevitably challenges cross cultures, particularly in international searches, but a sharing of feedback in a respectful and open manner, demonstrated again that a strong Client – Recruiter relationship is critical to success. Both parties being prepared to learn along the way and take on feedback has secured an excellent outcome, and might have just weakened the competition a bit too!

On a somewhat related topic, I recently penned an article on Conducting a Successful Job Interview. Check it out if you’d like to dive deeper and of course, feel free to reach out to us if you’d like to discuss how we can help strengthen your own hiring process.