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The best executive recruiters are trusted intimately by their candidates and clients. They are trusted by market leading executives to secure them a role, and trusted by clients to compile the best possible shortlist of talent. They are ambassadors, negotiators, psychologists and consultants (in the truest sense of the word). Their work is based on the highest standards, with a duty of care both to clients and candidates. Their attention to detail should be meticulous, and their emotional radar honed.

On the other hand, there are the “consultants” that skim a CV for keywords, and with minimal communication or input feel entitled to a 20% placement fee. They may have worked in a sales role previously, with an ability to “chat”, but there is very little between the ears. This article is about recruiters who have been active in their markets for 20 years, not 20 minutes.

We at Tanna Partners believe in chasing the impossible. This is our view of what a great recruiter should promise to get their candidates to the line:

Industry Expertise. Great recruiters skip the “canned” interview questions and get to the crux of their candidate’s and client’s needs. They know which questions to ask and act as an equal partner to explore the most delicate of issues. The best recruiters work deep within their specific markets.

Engaged network. The quality of any search depends on a recruiter’s historical network and, more importantly, how engaged a network is with that recruiter. 20,000 connections on LinkedIn are no good if none of them will reply to your requests.

Determination. Sourcing a perfect candidate is sometimes a never-ending and thankless task. In a busy market, it is all too easy to “give up” and hope that the next client will have an easier role. A great recruiter leaves no stone unturned. If there are obstacles, the recruiter uses their ingenuity and influencing skills to resolve them, rather than brushing them under the carpet.

Quality not Quantity. The activity-based metrics of the global search firms undoubtedly lead to fewer quality interactions and a diminished understanding of the nuances of any situation. Recruiters should spend the time to understand every subtlety – from the point of view of the candidate and the client.

Facilitation Skills. The recruitment process can be highly volatile. The best recruiters are one step ahead of those deal-breaking obstacles rather than reacting to them. Miscommunications and misinterpretations are commonplace – recruiters are there to minimise their impact and make sure things get back on track smoothly. The best candidates will have multiple offers – a recruiter should assist to build a cast iron case in the candidate’s mind that this should be their next move.

Transparency. Honesty is the only policy. Once suspicion is raised on any level, too much time is wasted eradicating the reason for that suspicion, and the bond of trust is broken. If there are any “red flags”, they should be addressed as soon as possible.

Neutrality. In the end, at the critical negotiation of offer stage, it’s not about forcing the issue – the candidate and client will come together if the fundamentals are in place. If client stakeholders are engaged, if the brief is agreed and if the right candidates have been introduced into the process, then the recruiter’s job has largely been done. Easier said than done!

Over a career spanning 20 years, Greg Tanna has established himself as an executive recruitment leader in the APAC Customer Contact industry.