C-Suite Executive Review

Recruiting a master recruiter

8 Weeks

To find and present candidates

Optimal 3:1 Ratio

of interviews to decision

1 Unanimous decision

on the candidate to hire

Key Take-aways

  • Optimal 3:1 Client Interview Decision Ratio
  • A decisive hiring decision
  • Kept candidates properly engaged and informed

Snapshot

The client is a global management consulting firm headquartered in Chicago, Illinois. It was founded in 1926 on the principle of essential rightness: that they would always seek to do right by their client and work in their best interests. The firm works with more than 75% of the Fortune Global 500, as well as with the most influential governmental and non-profit organizations.

Problem

The client retained Felix to search for a Head of Talent Acquisition for the Americas. This position would be highly visible in the organization and would lead and execute the end-to-end talent acquisition strategy from campus recruitment through senior-level hiring. This was a newly created role, reporting to the Head of Human Resources for the Americas. However, the Head of Human Resources for the Americas was yet to be named, and Felix had to leverage other stakeholders in the organization to give guidance on the search.

The client needed the right blend of strategy and leadership in this position since it would work closely with the firm Partners to design an innovative framework for attracting and retaining the best talent. This person would need to have an astute appreciation for the evolving career lifestyle of consulting. However, this person would also need to match the culture at the firm which consists of consultants that are uniquely down-to-earth and approachable.

Impact & Results 

With over 100 original prospects identified, 20 candidates went through interviews with Felix. Felix then recommended the top 3 candidates to the client to interview. The successful candidate was a respected recruiting leader from a notable global firm with an outstanding reputation in the strategy and consulting space.

The search was completed in 16 weeks. The finalist candidate was presented within 8 weeks and additional time was added onto the search to allow for the newly appointed Head of Human Resources for the Americas to join the firm and be part of the interview process. There was strong communication between the clinet and Felix to successfully incorporate new stakeholders and supplement the hiring decision with effective consensus.

How Felix Made A Difference

Felix collaborated with key stakeholders, including Partner sponsors for the role, who described the necessary technical and cultural fit. They were most attracted to people from the premier professional services and management consulting firms. This required Felix to be thoughtful about sourcing and overall messaging with talent in the market. It was important to find people that would thrive in and appreciate a smaller firm but also had the experience and aptitude to work cross-functionally with regional and global leaders as the organization increases in size. Emphasizing that this was a lead role overseeing all Talent Acquisition for the Americas in a growing firm was a useful strategy.

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