Common Questions

Browse FAQ Topics

The Candidate Experience

  • Do you want the short answer or the long answer?
  • What do you expect of me as a candidate for one of your searches?
    Just be yourself. We’re going to be as transparent as possible with you. We’ll be clear about our expectations, so you won’t have to guess where you stand or guess what we think. The more we understand what’s important to you, the better we can serve you. We don’t expect you to be familiar with all the protocols in job seeking. It’s fine if you have not interviewed in a while, and okay if you are not sure what your market value is. Don’t worry if you have basic questions, and seriously, it’s no problem if you decide a job is not right for you.
  • Are you looking for people with my background?
    We’re an open book; you can see all of our current searches posted here. These openings change every few days, so even if you don't see a current search that interests you, you are still welcome to send us your resume. Just email it to
  • What is the candidate experience like at Staffing Advisors?
    Most candidates describe us as responsive, professional and thorough. You can read what people say about us here.

    But here are a few important facts you might want to know:

    First, we are a retained search firm. All of our fees are paid by the employer, so there is no cost to you. Ever.

    Second, we’ll keep your information strictly confidential. No matter what.

    Third, we’ll do our level best to tell you where you stand, to keep you informed, and to respect your time and your good judgment.

    Fourth, our team does not work on commission, so nobody will ever try to talk you into, or out of, anything. (The only exception to that rule is this: Never accept a counteroffer from your current employer after you resign, that’s always a bad career decision. We’ll probably try to talk you out of that.)
  • Do you help me negotiate a fair salary?
    Yes. We always counsel employers to pay the fair market rate for skills and to never low-ball a job offer. Salary negotiations should never devolve into a back and forth haggling contest, like buying a used car. Nor should they rely on keeping quiet, and hoping for the best.

    At our own expense, we often bring in outside compensation consultants for guidance in determining the appropriate salary for a position. And we encourage employers to put their best foot forward on the initial job offer--offering a fair and competitive compensation package. We also believe that candidates should be transparent about what they are looking for. Our role as the third party is to reconcile any differences in salary expectations. We’re not going to wing it. We don’t play games with salary, and our fee is not based on the final salary. You can read more about salary negotiation in the Resource Center.
  • How long does your recruiting process usually take?
    Ideally the entire process takes about 4 to 6 weeks from when you first hear about a job until you are offered the job. In reality, scheduling conflicts can drag things out a bit. Every search moves at its own pace, so if you are being considered for one of our searches, please feel free to ask us how long your particular search might last.
  • Why are you a better choice than the competition?
    We might not be. We’ll treat you professionally, but that does not mean we are always the best option for you. There are plenty of wonderful jobs you can find without a search firm, and plenty of very well-run executive search firms. A search firm is merely the ambassador for the employer and a potentially useful tour guide for you. Which search firm is best for you depends on their client list and your individual needs. Some contingency model search firms will represent candidates simultaneously to multiple employers. Retained search firms like Staffing Advisors will not, we will only present you to one employer at a time. In the Resource center you can learn more about the differences between contingency and retained model search firms. That said, we’re good enough, we’re smart enough, and doggone it, people like us.
  • Will you share the job’s salary range with me before the first interview?
    No. The reason we don’t share the proposed salary range up front is because it’s preliminary - it can change. We believe that fair market compensation can only be properly determined after an employer has interviewed several people who meet the position requirements. Often, during the hiring process it becomes obvious that an employer needs to adjust their target salary range up or down to adapt to market conditions. That said, we will not recommend you for an interview if your salary expectations are outside the range the employer will consider --we try very hard not to waste your time.
  • Do you ever charge a candidate for anything?
    No. Our fees are paid by the employer, so there is never any cost to you. (But that’s true for almost every search firm.)
  • How do you maintain candidate confidentiality?
    We never share your resume with anyone without your permission. We never check references without your written permission. Even if you work for a client or a friend of ours, we’ll never breathe a word to anyone. We’ve had many, many searches where two friends were competing for the same job, and neither one had any idea the other one was being considered. But that said, there is really nothing special about our policy. It’s fundamental to every executive search firm. You should expect this from any reputable firm.
  • How flexible will you be with scheduling interviews for me?
    If we've contacted you about one of our searches, we assume you're probably pretty darn busy achieving great things. So naturally we assume you will not be at our beck and call.

    We work hard to make your interview scheduling as convenient as humanly possible. We make it easy to schedule a time to speak with us -- it’s just a phone call. And when we schedule you to meet with our clients, we work very hard to find mutually agreeable times. Yes, scheduling is often a challenge, but from what we hear, most candidates seem to think we do a pretty decent job of it.
  • Will you keep me informed of where I stand?
    Yes. We often get thank you notes from candidates, and the thing people appreciate most is how well we kept them informed. You can read a few comments from candidates here.

    Even though we routinely consider more than 500 people for each search, we do try to mind our manners. We acknowledge receipt of every resume, give you regular status updates when you are being seriously considered for a job, keep you apprised of where you stand in the interview process, and send letters to everyone at the completion of a search so people know when they are no longer being considered.
  • Be honest, are you going to be pushy and salesy?
    Excellent question, let me ask my sales manager. But before I go, if I answered that, could we put you in a new car today? (Just kidding!)

    No we won't be salesy. And we have no incentive to be pushy. Nobody on our team works on commission. It’s just not our place to talk anyone into, or out of, anything.

    You are a professional, and your career is your career.

    And being pushy would be counterproductive. First, you'd hate it. And second, we evaluate our Project Directors on their 3 year retention rate on placements. It would be idiotic to think we could try to talk someone into something and hope it will last for 3 years.
  • How do I submit my resume for future consideration?
    We post all of our open jobs at If you don't see something interesting there, you are always welcome to send your resume to

    Don’t worry, our Applicant Tracking System is not a “black hole” where resumes go in but never come out. In fact, submitting your resume puts you first in line whenever we have a search that matches your background.
  • Can you help me with my resume?
    Sorry, no we can’t. Unfortunately, we simply don’t have the capacity to do this for free, and charging candidates to provide resume writing support is widely considered to be a conflict of interest for an executive search firm.
  • How close is your relationship with your clients?
    We view our work as a partnership, not just a transaction. Our clients usually feel the same way. We're kinda like Lays potato chips (where you can't eat just one). Rarely do we handle only one search for an organization - in fact more than 80% of our total work comes from clients who have engaged our services three or more times. That said, we’re not everyone’s cup of tea, and occasionally we work with an organization where there is no partnership despite our best efforts. (If you are working with us on a search, you are welcome to ask us how well we know the organization. It may sound like a personal question, but we promise not to be offended.)
  • Are you active on social media?
    Yes. (Some would say hyperactive.) You can see all the ways to connect with us on the top line of our website. Yup just scroll all the way up to the very top of this page, on the right side of that pretty blue bar. But hey, if that's not your thing, no worries ... you can always connect with us via the trusty old telephone or perhaps email.
  • Do your clients ever interview candidates who were presented by other search firms?
    Retained search firms like Staffing Advisors are almost never “in competition” with either our clients or other search firms. Because of the nature of our contractual agreements with our clients, 99% of the time we are the only search firm working on filling the position. So normally we interview every candidate (even internal candidates) before our clients do. That said, few things in life are absolute, so very, very occasionally our clients will meet someone we did not put forward.
  • Can you represent me in my search for a job?
    We do not act as your “agent” or representative on your search. Some search firms that operate on a contingency basis will do this for you. In the Resource center you can learn more about the differences between contingency and retained model search firms.

The Client Experience

  • Do you handle national searches?
    Yes. Because of the nature of our candidate research process, we’re not limited geographically. That said, the majority of our clients are in the Greater Washington Metropolitan Area. Outside of Washington DC, we often handle searches in New York, Chicago, LA and San Francisco.
  • What kind of time commitment does Staffing Advisors require from the hiring manager?
  • What support does Staffing Advisors provide for the hiring process? What are the deliverables?
    The cruel irony of staffing, is that you only need to focus on it when you are already overworked and understaffed. That's why we design our process to minimize demands on the hiring manager:
    1. Instead of asking the hiring manager to update the job description, we methodically gather the relevant information from the manager in our first meeting, so that our first deliverable is an updated job description.
    2. Instead of asking the hiring manager to reconcile all the different expectations of key stakeholders, we invite the stakeholders to our first meeting and reconcile the differences on the spot.
    3. Once the recruiting is underway, instead of bombarding the manager with phone calls and sending a flurry of emails, we present all the candidates at once, in a scheduled conversation, using a dashboard with all the critical information on just two pages.
    4. Instead of expecting the hiring manager to figure out how to best interview the candidates, we provide three hours' worth of behavioral interview questions customized to the position.
    5. Instead of relying on the interview to predict success on the job, we collaborate with the hiring manager to develop appropriate work sample testing exercises. (Work sample testing has been proven to be a better predictor of success on the job than the interview itself.)
    6. And of course we check references, verify education and do everything necessary to allow the hiring manager to make a fully informed decision.
    Click here to see samples of our search deliverables. You can read all about our process in the Results Based Hiring Process Overview.
  • What functional areas and career levels do you specialize in?
    Potential new clients often ask us if we have handled a search like theirs before. On the surface, that's a fine question, but when you dig a bit deeper, underneath that question you get to what people really want to know (but the subsurface questions seem a bit impolite to ask.) Digging down, the real questions probably sound more like this:

    1. Do we grasp the business reality of your current situation? Do we "get it?”
    2. Are we going to waste your time? Will you have to spend a lot of time bringing us up to speed on your needs?
    3. Are we good at what we do? How risky will it be to engage us? (How likely are we to fail, and potentially embarrass you?)
    4. Do we have a reliable process to ensure consistently positive results on a search like yours?
    5. How long will the search take, and will we be a useful tour guide to help you better understand the market and the available candidates?

    Naturally, having successfully completed over 400 searches, we’re delighted to discuss our specific search experience with you.

    But we’re equally happy to dig deeper and have a substantive conversation with you about your more important questions. We’re perfectly comfortable proving our capabilities before you choose to engage us.
  • Why are your retainer fees lower than other executive search firms?
    First, we're less expensive because our search process is faster and more predictable than many firms. In any project, delays are costly, so avoiding surprises significantly reduces costs.

    Second, many search firms pay hefty sales commissions to their recruiters. We do not. Most of our work comes from our existing clients, so we have no need to maintain an expensive sales force. You can read more about how we're designed to be less expensive in the Results Based Hiring Process Overview.
  • What does it cost to engage your services?
    We believe in transparency, so we post our fees online. Just click on the word “Hiring” in the navigation bar at the top of the page. If your search need matches one of our common search profiles, you can find your answer there. If your search is not listed, just contact us for a price quote.
  • Can you project how long the search will take?
    Yes, the advantage of having a predictable hiring process is being able to answer questions like this simply, and without saying, "Well, it depends..." If your search fits neatly into one of our most common search profiles, you can find out how long it will take from your first meeting with us, until your job offer is accepted. It's posted right on our Hiring Made Simple page. Throw in two to four weeks so your new hire can give notice to their current employer, and you'll know their start date.
  • Who extends the job offer, Staffing Advisors or the hiring manager?
    Whichever you prefer. Many search firms like to be in control by extending the job offer, and we're happy to do that for you. But we prefer to step aside and give you (the hiring manager) the pleasure of beginning your relationship with your new employee by extending the job offer personally. (It's really fun to hear the excitement in their voice. Besides, you get to feel like Oprah, "YOU get a job, and YOU get a job, and YOU get a job!)

    As your partners in risk management, we will also ensure that all the contingencies have been met prior to extending an offer, so we'll be sure there are no unresolved salary and benefits questions. We'll check the references, be sure any necessary background investigation is complete, and verify the education.
  • Who sends the rejection letters?
    We prefer to handle all the bad news, leaving the good news to the hiring manager.

    At the end of the search, we send out the rejection letters, and along the way, we inform people personally if they began the interview process, but were not selected to continue. We see it as our role to manage any potentially unpleasant circumstances, freeing your time for other work.

    Shockingly, clients don't seem to mind that division of labor.
  • What if the hire doesn’t work out?
    Even with the best hiring process in the world, sometimes people just don't work out in a job. Or sometimes you make a spectacular hire, and then they decide to move to Australia. We want you to be happy, so no matter what the circumstance, we offer an 18 month replacement guarantee on our placements. Just call us by the 547th day and tell us to do it over again.
  • What if I find someone on my own after we engage you? Can I get my money back?
    In a word, no. Once you have engaged our services, we are no longer in competition with you. We're working together with you on the same goal--finding the best possible candidates. If we contact 150 people on your behalf and tell them about your open job, and one of those people tells a friend, or reaches out to you directly via LinkedIn, was that someone we found for you, or someone you found?

    Rather than play silly guessing games about who gets the credit, we prefer to keep it simple. If you think you might have candidates to consider, we recommend you complete the interview process before even thinking about engaging our services.

    Once we are engaged, we recommend that you route all the candidates through our process. That way you can ensure that all candidates are treated exactly the same.
  • Why do senior level searches cost more than junior level searches?
    Many search firms base their retainer fees on a percentage of the candidate's salary, but we price our searches based upon the difficulty of the search. (That's how we can post our prices on the website.) Although lower level searches can occasionally be more complex than senior searches, typically the more senior the level, the more expensive the search. There are a couple reasons for this:

    First, due to the complexity of scheduling interviews, senior level searches take longer than junior level searches, and in all projects, delays cost money.

    Second, the executive vetting (evaluation) process is far more time consuming than in a junior search. There are more variables to consider, there is typically more job history to review, and the issues involved are more complex and subtle.

    Surprisingly, senior executives are not necessarily more challenging to recruit than lower level candidates. If you look carefully at the data in the Recruiting Results Predictor, you see that people in some functional areas become even more responsive to recruiting outreach the higher they climb on the career ladder.
  • What are a few good reasons not to engage Staffing Advisors?
    There are many situations when it would not make sense to engage us for a search:

    When you are not yet clear about what business outcomes you want to achieve by hiring someone. Our hiring process relies on you knowing what you want to achieve.

    When your senior leadership team is in complete disagreement about what kind of person you need. (We resolve small disagreements all the time, but big disagreements usually signal that you are not clear about the business objectives you are trying to achieve).

    If you like keeping your vendors at arm's length and are unwilling to work in partnership with us, you should not engage us. For example, if you like having multiple search firms working on the same search, you should not engage us.

    If we're going to make someone look bad by succeeding, you should not engage us. For example, if you have an internal recruiter already working on the search, and you are still hoping to find the candidate on your own before paying a search fee, you should not engage us. (We will not accept searches where we report to an internal recruiter. It always turns into a scene from Mean Girls.)

  • What are a few good reasons to engage Staffing Advisors?
    You might choose to engage our services:

    To be certain you hired a top performer-- someone measurably better than their peers.

    To complete the hiring process quickly and predictably.

    To consider a larger group of candidates, including those who may not answer job advertisements.

    To ensure that your recruiting process methodically contacted candidates from diverse backgrounds.

    To ensure objectivity, fairness and transparency in your selection process (particularly when internal candidates are being considered).

    To have a "tour guide" help you explore an unfamiliar group of candidates (if you are recruiting in a new location, new industry, or new functional area).

    To reduce your risk of hiring the wrong person by expanding the number of people considered, and rigorously assessing both skills and cultural fit.

    To save time and reduce the disruption to your other work.

    To have a guaranteed replacement if for any reason things don’t work out.
  • Why are you using such a data-driven process in a “people” business?
    Staffing is a very expensive professional service. Many organizations find it difficult to justify the cost of engaging a search firm. So in our first few years, we were looking for the most cost effective way to deliver the professional service without sacrificing any of the value. And because we operate on a flat, fixed-fee basis, in the early days we would lose money on about a third of our searches. First we’d do whatever it took to deliver the promised results to our client, and then we’d go back and try to figure out why we lost so much money.

    As we looked into why some of our searches were so expensive (for us) we realized that the costs were mostly driven by the unpredictability of getting to the desired result. So, for more than six years, we methodically tackled the unpredictability issues one by one, gradually developing metrics for almost every aspect of the hiring process. And lo and behold, as we sorted out the key patterns, we found that our own hiring results became far more predictable, regardless of the people involved.

    In executive search, faster and more predictable results is precisely what keeps the costs down. So it’s useful to be data-driven in a "people" business.
  • Isn’t executive search just a big game of “Who do you Know?”
    Many people think of staffing as a relationship business, a game of making friends and collecting contacts. Every day you see press releases about a senior executive joining a prestigious executive search firm after a long and distinguished career in a particular industry. Those executives hope to leverage their vast network of contacts to help them be successful in recruiting. You can see this thinking in the bios posted on search firm websites, "Bob has deep expertise in the oil and gas industry, having spent 10 years at the helm of BigOil."

    But recruiting strategies have evolved far beyond the insular, old school, “Working your rolodex” days. That’s now one of the slowest ways to develop a robust pool of qualified candidates. A skilled research team can quickly identify potential candidates from a huge variety of sources: business databases, websites, social networks like LinkedIn, trade journals, conference lists and much more. In the course of their career, everyone leaves a trail of “digital bread crumbs” that make them visible to a skilled researcher. (Yes Virginia, privacy is dead.)

    We believe the most effective recruiting processes expand your view of who might be successful in a job; they do not begin narrowly with someone's acquaintances. You should end any meeting when you hear the phrase, “I once met someone who would be perfect for this job …” It signals the end of the thinking phase of the conversation.

Recruiting Results Predictor

  • Where does the data come from? How can I trust it?
  • Why did you create the Recruiting Results Predictor?
    Busy people want fast answers. You want information, and you don't want to wait for it. Ideally, you want to go online, get what you need, decide, and move on with your day. So before engaging with any professional services firm (like an executive search firm), clients always have a few preliminary questions. Everyone wants to know how long their project (search) will take, what it will cost, and how the promised result will compare with the result they could have achieved on their own.

    These are reasonable questions, but traditional websites can't answer them. So, instead of  getting answers online, clients are instead forced to make phone calls to get their questions answered, wasting time and often causing weeks of delay. Preliminary questions like these should not require a phone call.

    We knew we could do better.

    It took eight years of intensive effort, and almost 400 completed searches for us to unlock the secret to consistently hiring top performers. But once we did, all our data suddenly had tremendous predictive value--it could answer all those common questions. All that remained was finding a way to share it with our website visitors.

    Boost Labs built the Recruiting Results Predictor using our data and framework, and then Perisphere Media did the heavy lift of designing the website to be the whole enchilada, housing everything from the visualization tool, to white papers outlining the the conceptual framework, to over 1,000 articles on every aspect of effective hiring.

    Although the coding effort was challenging enough, the real complexity was finding the best way to visualize the ideas. The Godfather of HR, John Sumser (at Key Interval Research) was a brilliant strategic advisor throughout the visualization tool development process. We were also blessed to have the unwavering support of John's partner in crime, Heather Bussing, the Editor of HR Examiner. Time and again, HR Examiner has proven to be an outstanding platform to take new ideas out for a spin. John and Heather were a magnificent sounding board as we struggled to drag the conceptual framework of the visualization tool into the light of day, and out from the darkest depths of our massive excel spreadsheets. (We do love our metrics here at Staffing Advisors.) When you embark on a long journey, it's good to have friends you can count on, and we've been on this quest to make hiring predictable for a good long while now. (Eight years of being fixated on just one thing ... what can we say? Bob's Viking heritage results in certain ... "stubbornness issues.")

    Hopefully our framework will help you answer your own questions. You'll also be happy to know that there is no course to take, book to read, or cult to join. We just wanted to help everyone solve their recruiting riddle, explore what they were not seeing in the job market, and make wise decisions about how to spend their time.
  • I received fewer resumes than you predicted for me … why?
    Our projected number of resumes is drawn from the median, or midpoint of several different searches we’ve conducted recently. Your mileage may vary. In recruiting, strange things can happen, and often do. We find that our own response rate to advertising can vary by 50% or more depending on the title used, the location, the company, how interesting the ad copy is, the timing of the ad, and fifty other things. It’s not wise to recruit tax accountants during tax season, and you should not expect a terrific ad response when you post a dull job description.

    We calculate our optimal ad response rates from carefully worded ads, posted with advanced search engine optimization (SEO) strategies. But even after doing all that, we often find that we need to tweak something after a week or two. If you are not as obsessive as we are about maximizing your ad response, be sure to click the "No" toggles in step 3; that should bring your forecast more in line with the actual ad response you are seeing. Or better yet, read up on recruiting strategies in our Resource Center.
  • Don’t other firms offer labor market analytics?
    There are some terrific labor market analytics out there. Of course, many of them are quite expensive and most of them are built for very large companies. We’re simply answering different questions than they are asking, and we serve a different audience. (We're all about the smaller organizations.)
  • Why don’t you display information for larger companies?
    Our data is drawn from our own experience, and our clients are mostly organizations with under 500 employees. It's not that we don't care about larger organizations, but .... well, let's face it. Smaller organizations are just more fun.
  • Why don’t you display data for more locations and positions?
    Stay tuned, we have quite a bit of data that we’ve not yet posted. We’re not posting any data until we’re convinced that it has predictive value, and that often means we need to embargo information until we can properly validate it.
  • In Step 1, why are you asking me about my available time?
    We’re not trying to be nosy. Effective recruiting requires a significant time commitment, and studies show that executive "discretionary time" is rarely more than 5-10 hours per week. In hiring, you must often make complex trade-offs about where to best spend your time, so we included that tradeoff in our calculations. You can read more about this in our Resource Center.

    (Don’t worry, if you have a lot of available time we won’t ask you to come over and help us move or anything.)
  • I don’t recall other executive search firms discussing the “Peer Group” concept. Where did that definition come from?
    Peer Group is simply a more precise definition for a very familiar recruiting concept. It might be easier to think of Peer Group as, "The people you actually want to interview." In recruiting, there are often a large number of people who would like to interview with you, but a much smaller number of people who the hiring manager actually wants to interview. In other words, there is a disconnect between the people who think they are qualified for a job, and the people the manager thinks are qualified.

    In our search work, we methodically look at the "strikeout" factors that rule candidates out of consideration for a position. Once you apply all the strikeout factors to a large potential candidate pool, you’re left with a relatively small peer group of people who have experience doing similar work, at a similar scale, with similar complexity. Please note that our Peer Group definition includes not only those qualified people who chose to apply to a position, but also the qualified people who did not choose to apply. When you run an ad, all you see is the former group, never the latter. That's one reason why we developed this data visualization tool to help you explore what you were not seeing in the job market.
  • In Step 2, where did the “Peer Group Factors” come from?
    In our search work, we methodically look at the “strikeout” factors that rule candidates out of consideration for a position. The factors vary with every search, but many of them fit within the five broad categories displayed in Step 2 of the Recruiting Results Predictor. Step 2 is intended to illustrate the concept of how the most common strikeout factors rapidly narrow the potential candidate pool. It is not intended to precisely fit your own situation.
  • In Step 3, where did the percentages come from?
    Our recruiting outreach strategies have always combined direct recruiting with job advertising, and we’ve methodically tracked our results from the very start. Consequently, we’re able to predict how different group of candidates will respond to advertising, and contrast that with their responsiveness to direct one to one recruiting. And (sigh) yes, Bob knows he’s a math nerd, but he’s also really grateful to his Algebra teacher at Lemoyne Junior High.
  • In Step 3, why do the toggles seem to dramatically reduce the effectiveness (reach) of advertising?
    If anything, we’re understating the impact of each factor. If the numbers surprise you, you probably missed a significant shift in candidate behavior with the wide adoption of smart phones and the ubiquity of Google for search. Bob didn't miss it; in fact he was interviewed on this very topic by SHRM in June of 2013. You can read the interview here.

    If you want to learn more, our Resource Center also has a category devoted to recruiting strategies.
  • In Step 3, why do you recommend 24 interviews? That seems excessive.
    Yup, it’s a lot of interviews. And as much as we’d prefer if it were lower (because it would mean we could do less work on our own searches), we’ve consistently found that our own odds of successfully completing a search are directly correlated to how many people we interview from within the target Peer Group. (For more about calculating odds, read this great article in the New York Times.) In analyzing hundreds of our own searches, across all the functional areas, in good and bad economic conditions, we’ve consistently seen that anything less than 24 interviews increased the risk of failure on a search. And we seriously do not like to fail. To gain a more thorough understanding of our exact calculations, click the learn more button. LEARN MORE
  • Aren't you worried that a competitor might copy the Recruiting Results Predictor?
    This is one of the first questions most people ask us, and we find it touching. Thanks for watching out for us everyone! (As we showed the prototypes to people early on, an astonishing number of people said, "Lawyer up." We took that as a sign we were probably on the right track.)

    But don't worry, we've hired some very smart lawyers at a very prestigious law firm to secure all the appropriate legal protections for our intellectual property. And once we plunked down the big retainer check to the very formidable law firm, we all knew this was handled. (Seriously, you would not want to tangle with those folks.)

    We've also taken several other less obvious precautions to make things quite uncomfortable for anyone who was thinking of trying to claim credit for our hard work.
  • Recruiting Results Predictor Definitions
    Even if a few of our terms might be unfamiliar, most of the concepts should be familiar. We just needed to create some more precise language to convey the ideas accurately. (Don't worry, all the vocabulary quizzes will be open book, and everyone reading this post will get an automatic "A.")

    Top Performer. Someone demonstrably better at driving business results than others in their peer group. Everyone wants to hire top performers, but how do you know one when you see one? It’s not an easy question. Unless you are constantly hiring for the exact same position, you cannot possibly know who the current top performers are in your job market, what skills actually drive their results, or what their compensation should be. You certainly won’t know whether any of them would consider working for you. To make matters worse, two of the most common definitions of top performer will make your recruiting less effective. Read this short post for a definition that will actually help you recruit more top performers.

    Peer Group. People who have experience doing similar work, at a similar scale, with similar complexity. In recruiting, most people think of Peer Group as, "The people I want to interview."

    Potential Candidate Pool. This is typically, "The people who might meet a few of the criteria we’re looking for, and who probably think they are qualified for this job." Often these are the people with the right sort of title who live in your area.

    Growth Company. Our data is drawn from our work with entrepreneurial private companies, typically with fewer than 500 employees. Our clients are not giant government contractors, big public companies or even small businesses like bike shops or restaurants. Our clients tend to be privately owned, growing professional services firms where the caliber of people really matter to the success of the company.