Confidential Recruitment Services

>> The information age has made enormous amounts of information available about companies and the people who lead them. In addition to traditional information sources, social networks are increasingly "connecting" people in the same industry, or profession. The recruiter's proprietary "rolodex" is no longer so private and exclusive.

>> We've been doing search long enough to have gotten pretty good at it. One of the things we've learned is that Top performing executives are almost always well regarded by their employer.

Cross Hill Partners

245 Park Avenue, 24th Floor,
New York, New York 10167.
Ph: 212.672.1604
Fax: 212.202.6316

email us at:

info@crosshillpartners.com

Confidential

A top ten financial institution needed to select a new leader for a 1200 professional business finance organization. There were several potential internal candidates but no unified support for any one internal candidate from line management. In order to break the deadlock regarding the internal candidates, the client decided to evaluate external candidates as well. However, the internal candidates were all highly regarded employees and the client was concerned about morale and retention if an external search was launched.

Our mission:

Provide our client with an analysis of the market place including organization charts and biographical information of individuals who might be considered prospective candidates from its closest competitors. In addition, we were asked to present a slate of prospective candidates without revealing the identity of our client to the candidates. The challenge was to get senior level executives to agree to meet with us and discuss details of their careers without knowing who our client was.

Before contacting any of the executives directly, we did significant research to uncover information about where they went to school, how long they had been with their current employer and anything else we could learn about them. In addition, we contacted alumni and other external sources (accounting firms, tax advisors, lawyers etc.) of the target company to ask about the targeted executive. We did this before contacting the individual in order to establish within the first few moments of our conversation that we had done our homework, knew a lot about them and that we were credible.

Results:

In addition to the competitor intelligence, we presented a slate of five prospective candidates none of whom knew who our client was. The client decided to meet with three candidates who, given the sensitivity of their positions were eager to maintain confidentiality. After meeting with the external candidates, the "deadlock" regarding the internal candidates was broken and an internal candidate was selected.