The historic ROI of a Delphi search
Because we
undertake searches for individuals who will have a significant effect
on the profitability of their new companies, we have been able to
measure the extent of that effect over time. In thirty
years of practice, our recruits have averaged a 100 to 1 ROI. Thus, for
individuals making $200 thousand, our fee would be $60 thousand, and
they would be responsible for earnings of at least $6 million for our
clients in the first year alone.
Delphi vs
the retained search profession
Five processes distinguish Delphi from other retained search
firms. 1. All our searches are problem-centric. 2. All our candidates
are human solutions based upon measured skills. 3. Delphi is the only search firm that
uses hypersearch methodologies to discover its candidates. 4. All our
candidates are required to present business plans to solve the client
problem at interview. 5. We provide all our clients with Development
Profiles for each newly hired executive.
1. Problem-centric
searches
All retained search firms
attempt to understand the client's business problem that inspires the
search. Delphi does so with a vengeance. We will spend about
two weeks talking with perhaps 30 client employees ("search authors")
who know something about the problem (and its potential solution.) We
report these findings to our primary client as goals that the position
must accomplish. From these, we create a skills profile that describes
a human solution. This is posted on the search Internet site for all to
ratify. Our problem-centric approach produces many subtle positive
results.
- it provides the
primary client with highly textured insights about the problem
- it is a plebiscite
of corporate "wisdom" on the problem and its solution
- it guarantees a
clear, realistic, but demanding search profile
- it provides Delphi
with a deep, unedited understanding of the corporate culture
- it prepares the
corporation for the new executive
- it promotes esprit
through meaningful participation at all levels
- it builds a committed
recruiting team through "authorship."
2.
Skills-based solutions
Describing a problem and its
human solution in terms of skills solves three problems that have
bedeviled the executive search profession for years.
1. Almost
without exception, search firms conduct their searches through SIC
(Standard Industrial Classification) code sourcing. They use your
company's SIC codes to discover your competitors, and then recruit from
within them. There are two fallacies in this strategy. If someone in
your industry had solved your problem, it is likely that you would know
about them and wouldn't need a headhunter. In addition, it ensures that
you will inherit the mistakes of your competitors.
2. A second common search strategy
is to electronically search resume databases on the Internet by titles
or key words. This is flawed because resumes are usually poorly
written, and often simply "creative literature." Even at their best,
they describe what a person has been, not what they can do. The only
way to discover what a person can do when they walk in the door, is
to measure their skills.
3. Thirdly, the primary documents
used by search firms to understand what they are looking for are job
descriptions. But job descriptions do not describe people. They
describe expectations of people. In search, you must know precisely who
-- not what -- you are looking for, because
this tells you where to look for them, and how to recognize them once
you've found them.
3. Hypersearching the
web
Arthur C. Clarke observed that
"Any sufficiently advanced technology is indistinguishable from magic."
-- and Hypersearch is magical. It discovers candidates that no human
mind could have discovered. The discoveries are based on skillfulness,
not title, industry, or key words in resume databases. As a result
- it prevents wrong
decisions
- it greatly reduces
search times
- it reduces
consultant and candidate travel expenses
4. Business Plan
focused interviews
We can prove that each of our
final candidates can solve the client's business problem. But as a
focused measure of their worth, we require each to present a business
plan at corporate interview to solve the problem. These are published
on the secure search site before interviews take place so that the
client can prepare. This accomplishes three important things.
- It provides client
interviewers with clear insights into the vision, strategy and style of
each candidate.
- It is an added
value of the search for frequently the plan eventually adopted is a
fusion of the best aspects of all plans presented.
- Finally, it
provides a framework for client interviewers to focus on the important
characteristics of each candidate.
5. Retention through
development
Headhunters are the world's experts on corporate retention strategies
because we are their greatest threats. In our experience the most
effective way of retaining valued executives is to involve them in
meaningful training and development. To this end we provide all clients
with Development Profiles for their newly hired executives.