1. Will the consultant be a credible ambassador for your organization?
2. Does the consultant understand your organization and environment?
3. Does the consultant have the right experience to handle your assignments?
4. Will the consultant give you top priority?
5. Will the assignment be handled by the firm's best people?
6. Are you comfortable with the consultant's approach and do you feel the assignment will be handled effectively?

1. Align all stakeholders. HR Managers, direct supervisors and so on should agree upfront about which recruitment tool(s) will be used to find new candidates, the hiring criteria and a tentative schedule for the search process, including availability for interviews.
   
   
2. Choose the right recruiting tool. Will you find a new CEO online or with an employment classified? Do you need an executive search firm to help you find a laborer? Be familiar with the numerous recruitment tools – from newspapers to employment agencies to recruitment firms – that are available to you.
   
   
3. Define the job and establish clear criteria. It’s important that all stakeholders are in agreement about what they want and are able to articulate clearly to the recruiter and eventually to candidates what the position requires. The job definition should consist of (1) a job description, (2) a standard of performance and (3) any foreseen auxiliary functions.
   
   
4. Why an external candidate? Know why you want to recruit an executive from outside your company, and make sure you have created a work environment that is open to helping outsiders transition easily into your company.
   
   
5. Define candidate attributes and be realistic in your expectations. Once you’ve drawn up a wish list of characteristics, prioritize which attributes are most important.
   
   
6. Build a relationship with your recruiting consultant. If you decide to employ an executive search firm, be sure to establish an open relationship and clear channels of communication with your consultant. Feel free to ask, for example, your consultant’s advice on how realistic it is to find a particular profile. Clearly explain to the consultant what the value proposition is for the candidate. Use your consultant as an intermediary to find out candidate expectations.
   In addition be clear about your preferred form of communication with the consultant. Would you prefer emails, frequent phone calls or to proactively use confidential online progress reporting?
   
   
7. Understand what your recruiting consultant does. Consultants call many people and spend a lot of time talking to candidates, building relationships and keeping candidates “warm”. In addition, consultants are heavily involved with coordinating logistics, coaching candidates before interviews, writing reports, etc.
   
   
8. Interview wisely. Be courteous during the interview process. Do remember that candidates are in an attractive position; they already have jobs and are primarily interested in knowing why they should change. This means that client’s should be willing and able to sell the job, their company, company culture and so on. Don’t expect all candidates to be excited at the top of an interview. Most likely they’ll be curious. The interview is an opportunity for both parties to have a comprehensive exchange of information. Take a look at our interview tips.
   
   
9. Be ethical & keep information confidential. Don’t involve more people in the search than necessary. The last thing you want is for news to get back to a promising candidate’s employer that she or he has been approached by another company or competitor. Be careful how and to whom CVs are circulated.
   
   
10. Make time and take decisions quickly. Make sure you have the time and people available to conduct candidate interviews within an appropriate timeframe. The entire search process should be well structured. When candidates are able to access the right people at the right level at the right time, it shows interest and courtesy on behalf of the client. Delays lose candidates.
    Also be sure to take time out to provide a proper debriefing of candidates not selected for the position. Candidates appreciate being informed of what went right or wrong during their interview process.
    
    
11. Start positively. Once you’ve made a selection, keep in touch with the candidate after the offer has been accepted right up until the starting date. Then during the new executive’s first days, make sure she/he feels welcome. Again make sure roles are clear, and put the executive in touch with the appropriate people to ensure a smooth and pleasant transition.
    Then don’t forget to follow-up with your executive search consultant and let her or him know how things are working out!

1. An interview should never be interrupted; interruptions imply that other things are more important than the appointment.
2. Make sure all phones are switched off.
3. Allocate enough time to spend with the candidate.
4. Try to create an open, relaxed atmosphere.
5. Don't talk too much. A common pitfall for interviewers is to fill the gaps in the conversation. Short silences are OK.
6. Give the candidate time to think and answer.
7. Listen to the answer. Many people are busy thinking about the next question or how they would have responded to the question just asked.
8. Probe for examples and ask how and why actions were taken by the candidate.
9. Ask open-ended questions. For example don't say, "Are you a good manager?". Ask instead, "What do you do that encourages people to follow you?"
10. Probe, probe, probe. When the candidate makes a general statement ask, "Why do you say that? Can you give me an example?"

Some areas that can be probed using open-ended questions:

• Technical skills
• Industry knowledge
• Product knowledge
• Potential to take on more responsibility
• Business development skills
• Interpersonal skills
• Negotiating skills
• Values and ethics
• Maturity
• Skills as a leader
• Team skills
• Reasons for job changes
• Interest in the opportunity being discussed

How an interview is closed can impact a candidate's subsequent decision. So ensure that at the end of the interview the candidate feels that she/he has had an adequate opportunity to demonstrate suitability for the job and has had the opportunity to find out what he/she needs to know about the job.

Finally, take time to explain the next steps in the recruitment process; dates when the candidate can expect to have an indication of whether the company wishes to take things further and likely dates for the next round of interviews or expected starting date.