Sellick Partnership is a market-leading professional services recruitment specialist, with a proven track-record across senior management and executive appointments through both contingent recruitment and retained executive search models.
Our success at the senior and executive level is intrinsically linked with our performance across the professional services sector. We pride ourselves on the wealth of experience that our talented senior and executive recruiters have. With in-depth sector knowledge, an extensive network of candidates and clients, plus an unrivalled name in the market, we are best placed to support our clients and to ensure the best candidate on the market is secured.
Our senior and executive recruitment specialists all have a minimum of 10 years’ experience and are experts within their chosen specialisms. They confidently lead our internal recruitment teams to project manage and deliver senior management appointments and executive search campaigns. Whether it is an exclusive retained solution, or a contingent model, we will manage and coach key stakeholders through every step of the process; taking the pressure off busy chief executives and senior managers, whilst ensuring a robust and successful approach is taken to manage the end-to-end process.
Over the course of the last decade we have seen a real shift in the market. Priorities have changed and ideals evolved and the service that we offer at this level has evolved with it. Above and beyond the atypical requirement for commerciality combined with technical excellence, we work with clients to recruit dynamic leaders with experience in and a passion for social sustainability, inclusivity, and the ability to empower colleagues to be their authentic selves.
So if you are looking to appoint new talent to your Board of Directors or Senior Management Team, speak with one of our specialist senior and executive level recruiters today to find out how we can help you.
Please find below some examples of recently appointed senior and executive level placements that we have made on both a permanent and interim basis. In most cases we are unable to provide the client's name to protect their anonymity, however if you would like an informal chat about how we have assisted our clients at this level please do not hesitate to contact us.
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The interview is one of the most important parts of any recruitment process, and this is especially true when looking for candidates to join your company’s leadership team. An impressive CV and strong track record of success count for a lot, but often it is hard to tell whether a candidate will be the right fit for your organisation until you can meet them face-to-face. For the business in question, this means it is crucial to make the most of the time spent speaking to prospective business leaders, asking the right questions to ensure you and your fellow decision-makers learn all you need to know about the candidates. By properly planning your interview strategy and focusing on a number of key questions, you will be able to get the information you need to make the right choice. Here, we discuss some of the most important points to consider – and questions you should be asking – when interviewing for a new CEO or manager, in order to help you find the candidate who is truly ready to lead your organisation to success. Getting the most out of the interview process When hiring an executive leader for your team, the stakes are naturally much higher than they would be for an entry-level employee. As such, your interview process should reflect this by going into much greater depth and detail. While the interview itself will be the most significant opportunity to get to know the personality and capabilities of prospective leadership recruits, it is far from the only tool at your disposal. Many businesses choose to ask candidates to create a presentation in addition to the interview, giving them an opportunity to outline their vision for your company in detail and showcase their business acumen and communication skills in their fullest. At the same time, this gives the recruiters a chance to evaluate each candidate’s individual vision, and get a better sense of which of them would offer the best cultural fit. Other companies will choose to go deeper still, utilising dedicated assessment centres to put their leadership candidates through a series of rigorous tests, role-plays and scenario-based evaluations, in order to see how they will react to typical situations with problem-solving and reactive decision-making. Psychometric testing can also be part of this, using questionnaires to gain insight into an individual’s personality type, organisational approach, leadership style and ability to think laterally. How you choose to organise this process will depend on what you are looking for in a candidate, and the requirements of the role. To some extent, a degree of flexibility is a bonus when planning interviews and assessments – especially in an era when remote interviews via video are becoming more commonplace – but at the same time, it is important not to underestimate the value that face-to-face interactions with your current board members can bring to the process. As such, the key factor to remember is that the interview process must be designed to deliver the insights you will need to make an informed hiring decision, and should be reviewed regularly to make sure this objective is being met. Interview questions you may not have considered Getting the right insights about prospective leadership candidates during an interview will depend heavily on whether or not you ask the right questions. In many cases, the best questions to ask a potential new recruit are the same at every level of seniority. It will always be necessary to ask candidates about their past work history, their personal career ambitions and the reasons why they want to join your organisation; however, if you are looking to select someone to play a key role in shaping your business’s future, then it is necessary to go deeper. Here are a few examples of questions you can ask to provide better insights when interviewing leadership candidates: Think back and share a story about a life experience that defines who you are as a professional. What was the lesson you learned, and how do you apply this? By answering this question, candidates will have a chance to reveal their core beliefs via a candid exploration of their own personal history. Their response will tell you a great deal about what kind of professional journey this individual has been on, how has it shaped them as a person, and what kind of instincts and viewpoints they will bring to your business. This is a personal question that will catch a lot of leadership candidates off guard, and for which they will not necessarily have an answer readily prepared. As such, it can provide you with valuable insights into their thought processes, personal priorities and ability to communicate their own professional values in an unrehearsed setting. Getting a prospective recruit to open up and relate to you on a more personal level always makes for a more informative interview, and allows you to make a more educated choice about whether they will be the right cultural fit for your organisation . Describe some of the different environments that you have worked in. When have you been at your very best, and at your worst? This is another question designed to prompt the candidate to provide a candid and honest account of their past professional experiences, giving them an opportunity to provide real-world examples of their strengths and weaknesses in action. This can be a constructive process for both the candidate and the interviewer, as it opens up a discussion for what kind of workplace and business culture a prospective recruit might be looking to create within your organisation. This will allow you to find out whether their ideal working culture is compatible with your existing brand values and vision for the company. Additionally, this question will also give you an insight into whether the candidate has the flexibility and resilience to deal with difficulties and setbacks constructively, and to come through them successfully. This will give you confidence that this is a leader who can steer your business through unexpected challenges and help it emerge intact on the other side. What are your views on environmental, social and corporate governance, and ethical business leadership? How do you put these into practice? Every forward-looking business needs to recognise the business-critical importance of ethical practices. Due to a combination of regulatory scrutiny and consumer demand, it is more crucial than ever for organisations to demonstrate a clear commitment to social responsibility, and your leaders need to reflect this. During the interview, you should ask candidates not only about their principles on environmental action, community outreach and equality, diversity and inclusion (EDI), but also how they have embodied these values in practice. What initiatives have they personally led in the past? What innovations have they spearheaded to drive these causes forwards? Are they the trustee of a charity at present? What voluntary work have they been involved in? The answers to these questions will allow you to find out whether a prospective leader has a wider viewpoint on your organisation’s mission beyond simple profit – and whether they have the integrity and drive to be an agent for positive change within your team. By considering these questions and other factors, you will be able to get a clear picture of the strengths, personal priorities and cultural outlook of your chosen leadership candidates, helping you to make an educated decision when choosing the right leader for your organisation. If you would like to know more about how Sellick Partnership can support your senior management and executive search efforts, get in touch with our team of specialist recruitment Consultants today.
The events of the last 18 months have fundamentally changed the way many businesses operate, and it is clear that this period of rapid change and evolution will continue. As the economy reopens once again, business leaders must continue to support employees returning to the office and plot a pathway to renewed recovery and growth, while continuing to adapt to the unique circumstances that we find ourselves in. With this in mind, we have outlined what we believe to be some of the most significant challenges facing senior leadership today and how we expect the business community to approach them. COVID-19 recovery Undoubtedly, one of the biggest challenges that senior executives and board members will need to approach over the coming months is responding to the issues associated with the pandemic and mapping out how their organisations will recover. With new challenges and pressures to manage, it will be more important than ever to ensure that organisations adopt a flexible, adaptable and agile planning approach, allowing them to react quickly to changing circumstances. Key to this will be the ability to effectively prioritise the long and short-term priorities of any given situation. With the roadmap out of lockdown well underway and staff anticipated to return to the office in the coming months, it will be important that senior management is able to clearly outline the measures being taken to keep employees safe. COVID-19 recovery should not just be looked at from the perspective of business recovery, as staff motivation and wellbeing also need to be a key focus. Empathy and patience will be important to help ensure that staff who have spent over a year working remotely still feel valued by and connected to their colleagues. Employee engagement and wellbeing Many organisations have made difficult decisions in order to weather the pandemic, from furloughing staff to redundancies. As business returns to normal, a renewed focus on employee wellbeing and restoring a sense of positivity across the workforce will be crucial, as will improving engagement and avoiding the risk of burnout. As Deloitte notes, far from being a HR issue, employee wellbeing and engagement is a business issue that should be addressed by upper management. With staff being any organisation's greatest resource, it is vital that they are kept front of mind as businesses look to map out their recovery response. The planned return to the office therefore provides a fantastic opportunity for business leaders to reconsider their current standard practices. In addition to taking steps to make their working environments as safe as possible, forward-thinking employers should be looking to implement new policies that will support staff and help bridge the work-home gap. The pandemic has allowed many employees to work from home and many hope to continue when offices reopen, desiring greater flexibility and a better work-life balance to accommodate their families. Embracing a hybrid approach, with a mixture of in-office and remote working, is a great way for businesses to mark themselves out as attractive employers post-pandemic. Managing the implementation of new technologies Unlike at the beginning of the pandemic, senior management now have the time to plan and budget for new technology and collaboration tools that can help their businesses to function effectively in a mixed working environment. With remote working now becoming commonplace and candidates expecting to have more flexibility in how and where they work, it is vital for organisations to develop long-term strategies to ensure the success of this new working model. Investing in new technologies and managing their implementation is going to be a key focus moving forward. Those in senior management positions should lead by example and be willing to adapt new systems and procedures. By doing so, they will reap a whole host of benefits, from streamlining their organisational workflow to ensuring better communication across the business. The reality of Brexit Britain leaving the EU is now a reality, and post-Brexit plans have already been tested, creating new administrative and legislative burdens for businesses to navigate. These unfamiliar new hurdles have already had a financial impact on businesses across all sectors, who have had to invest in additional resources to manage the new regulations and unresolved issues. The introduction of additional red tape has already resulted in many organisations experiencing a breakdown in their supply chain. These additional compliance procedures have forced some business leaders to reconsider established processes and practices, particularly for organisations that have not previously traded with non-EU countries. The end of freedom of movement has also created an additional challenge for businesses looking to recruit the best talent. As such, many are currently going through the process of considering what business travel and secondments will look like when the world reopens. Organisations who want to continue recruiting internationally need to ensure they have the resources available to navigate a range of specific immigration and visa requirements, as well as a clear process for obtaining right-to-work evidence. As a market-leading professional services recruitment specialist, Sellick Partnership is well placed to help you secure your next senior management position. If you would be interested in learning more about what we can do for you to get in touch, our expert team of recruitment consultants would be more than happy to discuss next steps. You can also search our current jobs here.
Over recent years, we have seen more discussion surrounding the need for leadership to better reflect the workforce as a whole. This push towards greater equality, diversity and inclusion (EDI) at board level, is already beginning to have a positive impact but there remains more to be done. While diversity and inclusion are closely linked, they are not one and the same. Diversity refers to the characteristics of people that remain unchanged, while inclusion is the practice of making all members of a business feel welcomed and valued. The benefits of striving for a diverse and inclusive workforce are noteworthy, research has shown that organisations with advanced EDI strategies perform better in a range of areas, including staff retention and profitability. Bringing together experienced industry professionals, with different backgrounds and career paths, has been proven to enhance creativity and critical thinking. A study by the Boston Consulting Group found that organisations with more diverse management teams reported revenues almost a fifth higher (19%) than those with below average diversity scores, due to greater innovation. Another competitive advantage of promoting EDI initiatives is that a team from diverse backgrounds will be able to approach problems in different ways. Being able to hear from a wider range of perspective will help ensure a more considered outcome. A strong focus on equality, diversity and inclusion can help attract better talent at every level. Organisations that prioritise diversity and promote inclusion are seen to be more ethical and socially responsible. A candidate will be more inclined to consider a business where they see themselves reflected in the leadership. The culture of an organisation is set at the top. Without a senior and executive team that adequately represents the organisation as a whole, there can be a lack of credibility and confidence in the longevity of any EDI policies being implemented. Increasing inclusion and diversity at board level has traditionally been challenging. Despite a range of initiatives and government-led reviews being in place, progress remains relatively slow. In 2020, The Parker Review found that 37% of FTSE 100 companies still did not have at least one person of colour as a director. And while 355 women sit on boards at the FTSE 100 – making up over a third of positions – The Hampton-Alexander Review noted there was still a lack of women in some senior and executive roles. It is clear that whilst organisations understand the importance of equality, diversity and inclusion at board level, implementing effective EDI policies when recruiting for the most senior positions can be challenging. Rethinking hiring strategies can be crucial when it comes to increasing diversity at a senior and executive level. As Sir John Parker, chair of The Parker Review, observed: “There are many more qualified and competent people from minority backgrounds out there in the UK and Internationally than we often believe; we just don’t meet them – and all too often our head-hunters aren’t introducing them to us.” Ultimately, finding the right candidates for these roles requires a new way of thinking and a different approach to HR. Working with a third party can help ensure objectivity and help challenge any preconceived notions about the ‘ideal candidate’ that might be impacting the recruitment process. If you a client looking to making a senior or executive level hire, or an experienced candidate and would like some help or advice on searching for a new role, please get in touch with us today to see how we might be able to help.