Search by Contingency
For certain positions and situations, clients may wish to engage one or a range of search firms on a contingent (i.e. success based) search.
The Asia-Pacific region has emerged as the fastest growing pharmaceutical market in the world and the war for talent has never been so competitive!
Collaborating with Morunda is the right choice; we have filled over 400 managers to director positions since 2001. We provide the best possible pharmaceutical talent for your recruiting needs.
5 Steps to Success to a contingency search
Analysis of the position.
What is it going to take to fill this position? What are the soft skills for the candidate to excel? What are the unique challenges for the role? What is the candidate expected to achieve in the next twelve to eighteen months? We begin with the end in mind.
We have the industry knowledge and skills to understand your operations, the requirements of the position, and the corporate culture and management style into which the new employee will be placed. We understand your competitors: We are able to quantify the size and depth of the market. We will identify the unique strengths, challenges, and opportunities that characterize your company in its search for the right individual.
Target, identify, and quantify the best candidates in the market. What companies should we target? What therapeutic areas?
The limited supply of candidates means that you need to carefully select the firm that will best represent the hiring manager and the company. We will present the best available talent to your organization; the candidates will be fully briefed and prepared for the interview.
Interview and match the candidates and present to the clients. We are willing to ask the tough questions that will give you real insights to whether this candidate is a match for your organization
Because we know that interviewing can be subjective and open to bias, we can also provide thorough screening with detailed comments to our clients so that they can have a deeper understanding of the candidates’ personalities and in which environments that they will most likely excel. It was W. Edwards Deming who said, “If a person is not performing as expected, it is probably because they have been miscast for the job.”
We work closely with our clients to select the best candidate for the role and ensure a smooth transition.
Great candidates are often lost at the 11th hour. We understand what it takes to retain candidates and have the necessary knowledge and skills to ensure that he or she accepts the offer and makes a timely start at your company.
Once the candidate has been selected, we will present them with a copy of Michael Watkins’ (2003) ‘The First 90 Days’, and coach and counsel the candidate to ensure their success at your company.
To request information about becoming a client, email us at email@example.com
10 Steps to On-boarding
Begin with the end in mind. Fast-forward 24 months and ask: What has been achieved? Ensure that the goals are specific, measurable, attainable, realistic, and timely (SMART). Create opportunities for early wins. Tell success stories—success leads to success. Ask if there is someone in the organization who has a similar background and has been successful in a similar role?
Assign a mentor.
Designate someone in the organization who knows how things are really done to serve as a mentor. This gives the new employee an independent channel for questions that he or she might otherwise not want to ask a boss, colleagues, or subordinates.
Know your company culture.
All companies have quirks and idiosyncrasies. Knowing what you know now, ask what you would want to know about the company. What is the real story, with warts and all?
Be seen and heard.
Provide opportunities for the new executive to be seen, past accomplishments to be recognized, and clear expectations to be set for the future. Have the new hire meet the key stakeholders.
Expect and reinforce success.
People generally live up to expectations placed on them by others. Always edify. Remember first impressions last; be positive about everything up and down the line of command.
Engage in Q&A.
If the candidate is Japanese, he or she may speak English well and may have been working for a multinational for several years. Culturally, the Japanese tend to ask fewer questions. However, questions do exist! Non-native speakers of a language, even those who seem fluent, may miss nuances and certain idiomatic expressions. Misunderstandings may arise from this that do not reflect a lack of knowledge or uncooperativeness.
Have a cohesive strategy.
The Japanese, as a rule, need a lot of preparation time and input during the initial stages. They will then, however, follow the plan to the letter and can be very detail-orientated. Provide clear milestones.
Beware of information overload.
Provide the necessary processes for information to be gathered and processed.
Look for teachable moments.
There are times when the business does not run according to plan. We often learn more from failure than success. Obstacles can be the touchstones of growth. Look for examples of people who have joined and succeeded or failed. What can be learned?
Ensure that the candidate is clear about how he or she will be evaluated, both quantitatively and qualitatively. Clearly identify KPIs and how will they be evaluated? Quantify on-boarding. On a scale from 1 to 10, has XYZ been achieved? If it is not ranked a 10, then ask, “What would need to happen for XYZ to b.
Related writings on Contingency Search
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