The Philosophy: Map the Entire Market

"The retained search consultant or their researcher identifies everyone, typically at least 100 to 150 candidates who look to be suitable. Some firms call this activity mapping."

Unlike contingent recruiting that targets the active 30%, market mapping means identifying every relevant person across the geographical location who has the right skill set to meet the criteria.

Why Map the Entire Market?

1. Access to Full Talent Pool

"Only 30% of any given talent pool is active, in much the same way that 30% of an iceberg is above the water. This 30% are candidates who will apply to an advert, they'll reply to a LinkedIn message. On a contingent basis with limited time to risk, you and every other recruiter typically engages with that visible 30-40% of the talent."

Market mapping accesses the full 100% - including the best passive candidates.

2. Client Confidence

When you present a shortlist, you can say with confidence: "These are the best candidates available in the market." You're not presenting "some candidates we found" - you're presenting the cream of the crop from comprehensive research.

3. Market Intelligence

"They record everything. Remember how the client might just ask for more CVs if they doesn't realize what's been done to get them. So they track all of it. All the candidates identified, all the candidates approached, all the candidates who have said no, and the reasons why and the salary data too."

The Research Process

Phase 1: Desktop Research (Week 1)

Objective: Identify every potential candidate before approaching anyone

Target Company Identification

Start with the briefing meeting list, then expand:

• Direct competitors (from briefing)
• Industry leaders in the same space
• Adjacent industries with transferable talent
• Growth companies attracting good talent
• Consulting firms that serve the industry
• Previous employers of current client team

Company Research Methodology

For each target company:

1. Leadership Team - Check website leadership pages
2. LinkedIn Company Pages - Browse current employees
3. News and Press Releases - Recent hires, promotions, departures
4. Annual Reports - Understand scale, divisions, growth areas
5. Glassdoor - Employee sentiment, org structure hints
6. Industry Reports - Market research mentioning key players

Phase 2: Candidate Identification (Week 1-2)

Target: 100-150 potential candidates minimum

Primary Sources

• LinkedIn (Sales Navigator/Recruiter) - Boolean searches by title, company, skills
• Company Websites - Leadership team pages, department head listings
• Industry Publications - Bylined articles, conference speakers, award winners
• Conference/Event Materials - Speaker lists, attendee directories
• Professional Associations - Board members, committee chairs

Boolean Search Examples

Current Title: "VP Marketing" OR "Director Marketing" OR "Head of Marketing"
Past Company: (Competitor1 OR Competitor2 OR Competitor3)
Location: Greater London Area
Industry: Technology

(Director OR VP) AND Marketing AND (SaaS OR Software) -intern -assistant

"Head of" AND Sales AND (London OR Manchester) AND (B2B OR Enterprise)

(Chief OR C-level) AND Technology AND Financial Services

Talent Pool Analysis

Segmentation Framework

Categorize your 100-150 candidates:

Candidate Tracking Spreadsheet

Essential columns for research phase:

Initial Market Test

"Within 24 to 48 hours we want to get kind of 10 to 15 candidates roughly to benchmark and make sure we're on the right sort of lines." (Paul Press)

Before full outreach campaign, test with 10-15 Tier 1 candidates:

• Brief email or LinkedIn message
• Gauge initial interest level
• Collect early market intelligence
• Validate search parameters

What You're Testing

• Are you targeting the right level?
• Is the role compelling to good candidates?
• Are compensation expectations realistic?
• Any immediate red flags about the client/role?

Market Research Report Template

MARKET MAPPING REPORT
[Role Title] - [Date]

EXECUTIVE SUMMARY
• Total candidates identified: [X]
• Tier 1 candidates (perfect fit): [X]
• Target companies mapped: [X] 
• Market assessment: [Abundant/Competitive/Scarce]

TALENT POOL BREAKDOWN
Tier 1 (Perfect Fit): X candidates
Tier 2 (Strong Fit): X candidates  
Tier 3 (Potential): X candidates
Tier 4 (Stretch): X candidates

GEOGRAPHIC DISTRIBUTION
• Local: X candidates
• Regional: X candidates  
• National: X candidates
• International: X candidates

COMPANY BREAKDOWN
[List of main sources with candidate counts]

MARKET INTELLIGENCE
• Typical salary range: [Range]
• Common bonus structures: [Summary]
• Notice periods: [Summary]

APPROACH STRATEGY
• Primary targets: [Plan for Tier 1]
• Approach timeline: [Schedule]
• Expected response rate: [Estimate]

NEXT STEPS
• Begin systematic outreach to Tier 1
• Weekly steering call: [Date]
• Shortlist delivery target: [Date]

Success Metrics

The Fundamental Challenge

"Only 30% of any given talent pool is active... On a contingent basis with limited time to risk, you and every other recruiter typically engages with that visible 30-40% of the talent."

The goal: Engage the other 60-70% of passive candidates who ignore standard recruitment approaches.

"I wouldn't respond to an email. I wouldn't respond to a LinkedIn message. I'm quite happy doing what I'm doing. I definitely wouldn't respond to a WhatsApp or a Facebook message. But if I received a proper headhunt call from an executive search consultant who had been commissioned to target me, then I would talk to them."

The Multi-Channel Approach Strategy

Paul Press Methodology

"We basically take that omni-channel approach and we hit them up on email. We hit them up on LinkedIn. We'll cold call them. We use a variety of different technologies that automate these processes as well... we usually try and have 5-7 touch points per contact."

The 5-7 Touch Point Sequence

Touch 1: LinkedIn Connection Request (Day 1)

Hi [Name], I'm conducting a confidential search for a [Level] [Function] role and came across your impressive background at [Company]. I'd appreciate the opportunity to connect and share some brief details about this opportunity.

Touch 2: Direct Email (Day 1-2)

Subject: Confidential [Level] opportunity - [Industry]

Hi [Name],

I'm working on a confidential search for a [Level] [Function] position with a [company type] and your background caught my attention.

Given your experience in [specific area], I thought this might be worth a brief conversation.

Would you be open to a 15-minute call to learn more?

Best regards,
[Your name]
[Title]
[Phone]

Touch 3: The Phone Call - The Differentiator (Day 2-3)

"Making this call properly is often the difference between getting the candidate and not."

Touch 4: LinkedIn Follow-up (Day 5-7)

Hi [Name], I tried reaching you by phone regarding a confidential [Level] search. If you have 5 minutes for a brief call, I'd appreciate the opportunity to share some details. My direct line is [number].

Touch 5: Email Follow-up (Day 10-12)

Hi [Name],

I know you're busy, so I'll keep this brief. The search I mentioned is for a [specific detail that might intrigue them]. 

Even if you're not personally interested, you might know someone who would be perfect for this.

Happy to have a quick chat at your convenience.

Touch 6: Value-Add Approach (Day 15-18)

Hi [Name],

Thought this industry insight might be of interest [attach relevant article/data].

By the way, the search I mentioned earlier is still ongoing. Happy to share more details if you have 10 minutes this week.

Touch 7: Final Attempt (Day 20-25)

Hi [Name],

This will be my final note about the [Level] opportunity I mentioned. If it's not the right timing, I completely understand.

If you'd like to stay connected for future opportunities, please feel free to connect with me on LinkedIn.

Best of luck with your current role.

The Phone Headhunt: Master Class

Why Phone Calls Work

"I rarely hear that [contingent recruiters calling]. And this is a key difference in retained search... If I received a proper headhunt call from an executive search consultant who had been commissioned to target me, then I would talk to them."

Pre-Call Preparation

• Their full career history (LinkedIn deep dive)
• Current role specifics (what they probably do daily)
• Company context (recent news, growth, challenges)
• Why they might be interested (career progression, new challenges)
• Your EVP (what you're selling)
• Potential objections (salary, location, timing)

Opening Scripts

Option 1: Commission-Based Opening

"Hi [Name], this is [Your Name] from [Company]. I've been commissioned to conduct a search for a [Level] [Function] role and your background came up as potentially relevant. Do you have a moment to chat?"

Option 2: Specific Background Reference

"Hi [Name], this is [Your Name], I'm an executive search consultant. I've been specifically asked to reach out to you about a [Level] position given your experience in [specific area]. Is now a good time for a brief conversation?"

Handling "I'm Not Looking"

Alternative Responses:

• "That's completely fair. I'm not trying to convince you to leave your job. But this is a [unique aspect] opportunity and I'd hate for you to miss knowing about it."
• "Understood. Things change though - would you be open to a brief conversation so if your situation changes, we can chat then?"
• "No problem at all. Quick question though - is there anyone you know who might be a good fit for something like this?"

Expected Response Rates

Daily Activity Targets

Referral Mining

Every conversation is an opportunity for referrals:

• Direct Ask: "Quick question - is there anyone you know who might be perfect for something like this?"
• Industry Intel: "Who do you think are the best [Function] people in [Industry] right now?"
• Company-Specific: "Are there any really strong [Function] people at [Target Company] I should be speaking to?"
• Future Approach: "If you were hiring for this role, who would be the first person you'd call?"

The Assessment Philosophy

"Most consultants working on a contingent basis will usually ask candidates to tell them about their experience, but does this tell us if the candidate is actually right? Usually, recruiters are going on gut and just know that the candidate is good. I used to do the same thing."

The Problem: Gut feeling isn't enough for retained search.

The Solution: Competency-based assessment that gives gravitas, demonstrates capability, and tests commitment.

Three Key Benefits of Competency-Based Assessment

"There are three benefits to using competency-based assessments. The first is by forcing the client to agree on the three or four key competencies, it gives the search consultant clear parameters for the search. Second, it gives clients comfort and trust in the consultant's ability to identify the right skillset. And third, it gives the search consultant huge buy-in from his candidates and crucially tests the candidate's commitment before he puts them forward to the client."

The Gravitas Effect

"A competency-based assessment has gravitas and demonstrates capability. I was being interviewed by two different recruitment firms. One firm put me through this competency-based assessment process. It made me think, 'Are you trying to suggest that I don't have the skills for this job?' It gave me a really good feeling that they were being careful about who they hired. It mattered to them."

The QIA Framework

Before presenting any candidate to the client, they must be:

The Assessment Interview Structure

Pre-Interview Preparation

• Review their full background - LinkedIn, CV, any mutual connections
• Prepare competency questions - Specific scenarios to explore
• Plan logistics - 60-90 minutes, video call or in-person
• Set expectations - Explain this is a thorough assessment process

Opening (10 minutes)

"Thank you for your time today. As I mentioned, this is a retained search, which means I'm working exclusively with [Client] to find the right person for this role. Part of that process involves a thorough assessment to ensure we're presenting candidates who are not only qualified but also the right fit. I'll be asking you some detailed questions about your experience to understand how you approach different situations. This helps me represent you accurately to the client and ensures we're all confident this is a good mutual fit."

Competency-Based Interview Techniques

The STAR Method

For each competency, use Situation, Task, Action, Result framework

Strategic Thinking

Opening Question:
"Tell me about a time when you had to develop a strategy for a significant challenge or opportunity. What was the situation, how did you approach it, and what was the result?"

Follow-up Probes:
• How did you gather information to inform your strategy?
• What alternatives did you consider?
• How did you get buy-in for your approach?
• What would you do differently now?
• How did you measure success?

Team Leadership

Opening Question:
"Describe a situation where you had to build or transform a team to achieve better results. What was the challenge, what did you do, and what happened?"

Follow-up Probes:
• How did you assess the current team's capabilities?
• What specific actions did you take to develop people?
• How did you handle any performance issues?
• How did you measure team effectiveness?
• Give me an example of someone you developed successfully.

Stakeholder Management

Opening Question:
"Tell me about a time when you had to manage a complex stakeholder situation with competing interests or difficult personalities. How did you handle it?"

Follow-up Probes:
• How did you understand each stakeholder's position?
• What was your approach to managing the different interests?
• How did you communicate with each party?
• What was the outcome and how did relationships evolve?

Results Orientation

Opening Question:
"Describe a situation where you had to deliver results in a challenging environment - perhaps with tight deadlines, limited resources, or significant obstacles."

Follow-up Probes:
• How did you prioritize what needed to be done?
• What specific actions did you take to drive results?
• How did you overcome the main obstacles?
• How did you keep the team motivated during difficulties?
• What did you learn from this experience?

Competency Rating Scale

Assessment Report Template

CANDIDATE ASSESSMENT REPORT

CANDIDATE: [Name]
ROLE: [Title]  
ASSESSOR: [Your Name]
DATE: [Assessment Date]

EXECUTIVE SUMMARY
[2-3 sentence overview of candidate suitability]

FUNCTIONAL QUALIFICATION
☑ Experience: [Met/Exceeded/Below]
☑ Skills: [Met/Exceeded/Below]  
☑ Background: [Met/Exceeded/Below]
Overall Functional Fit: [Rating/10]

COMPETENCY ASSESSMENT

1. [COMPETENCY 1]: [Score/5]
Evidence: [Summary of examples provided]
Development areas: [If any]

2. [COMPETENCY 2]: [Score/5]  
Evidence: [Summary of examples provided]
Development areas: [If any]

3. [COMPETENCY 3]: [Score/5]
Evidence: [Summary of examples provided]  
Development areas: [If any]

AVERAGE COMPETENCY SCORE: [X.X/5]

CULTURAL FIT ASSESSMENT
Values alignment: [Strong/Moderate/Weak]
Communication style: [Description]
Working preferences: [Summary]

MOTIVATION & INTEREST
Why interested: [Their stated reasons]
Key attractors: [What appeals to them]
Concerns/reservations: [Any hesitations]
Interest level: [High/Medium/Low]

COMPENSATION EXPECTATIONS
Current package: [Details]
Expectations: [What they'd need]
Flexibility: [Assessment]

AVAILABILITY
Notice period: [Timeframe]
Start date flexibility: [Assessment]  

RECOMMENDATION
☐ QIA - Ready for shortlist
☐ Strong potential - minor development needed
☐ Not recommended - [reasons]

Shortlist Criteria

• Average competency score 3.5+
• No critical competencies below 3
• Strong cultural fit indicators
• Positive reference feedback
• Genuine interest and availability

The Communication Philosophy

"In a retained search, the consultant works with their client and has regular steering sessions and that means that it never falls off the table and it will always go in the goal. These meetings are an opportunity to be transparent, to share all the workings, the candidates that they've identified and any challenges that they're facing."

"A common misconception about retained search is that it must involve lots of heavy reporting. What's beautiful about adopting this method of updating the client is you don't have to do any reporting."

Why Steering Meetings Matter

The Malteaser Game Lesson

"Team one (contingent): Takes brief, takes a shot, sends CVs, hopes one is right. Team two (retained): Works with client as a team, transparently, with regular feedback sessions. Result: Team one gets one in four in the goal. Team two gets it in every time."

Weekly Steering Meeting Framework

Agenda Template (20-30 minutes)

1. Progress Summary (5 min) - Candidates identified, approached, responses
2. Live Tracker Review (10 min) - Walk through shared spreadsheet together
3. Challenges & Solutions (5 min) - Roadblocks, market feedback, adjustments needed
4. Market Intelligence (5 min) - Salary data, brand perception, competitor activity
5. Next Steps & Actions (5 min) - Focus for coming week, client actions needed

The Search Tracker System

"We share with you every week our progress, a spreadsheet showing every candidate. We can collect whatever data you would like - salaries, benefits, bonuses, the perception of your brand in the market."

Status Progression Tracking

Showing Your Workings

"I liken this to a maths exam, where you get one point for the answer and nine points for the working out. How often do you show a client what you actually do? You might present them with three CVs, but do they know that you've reached out to 80 people, that you've spoken to 10 that aren't right, 25 that aren't interested, six that have changed their mind partway through? Do you think they'd still ask you for more candidates if they had that information?"

The Data Story

• Total market mapped: 150 candidates identified
• Approached: 80 candidates across all channels
• Responses: 45 candidates responded
• Conversations: 25 detailed discussions held
• Not qualified: 15 candidates didn't meet criteria
• Not interested: 20 candidates declined
• Qualified & interested: 10 candidates
• Fully assessed: 6 candidates
• QIA ready: 4 candidates for shortlist

Weekly Update Email Template

Subject: [Role Title] Search - Week [X] Update

Hi [Client Team],

Thank you for your time in today's steering call. Here's our progress summary:

ACTIVITY THIS WEEK
• New candidates identified: [X]
• Candidates approached: [X]  
• Responses received: [X]
• Assessments completed: [X]

PIPELINE STATUS
• Total candidates identified: [X]
• Active conversations: [X]
• QIA candidates ready: [X]
• Candidates in assessment: [X]

KEY INSIGHTS
• [Market observation 1]
• [Market observation 2]
• [Brand feedback summary]

SALARY INTELLIGENCE  
• Current market range: [Range]
• Average we're seeing: [Amount]
• Recommendation: [Guidance]

FOCUS FOR NEXT WEEK
• [Priority activity 1]
• [Priority activity 2]
• [Any client actions needed]

NEXT STEPS
• Steering call: [Date/time]
• Target shortlist delivery: [Date]

Updated tracker attached. Please let me know if you have any questions.

Best regards,
[Your name]

Re-Steering Conversations

"If we're faced with a challenge, we work with you to re-steer the search accordingly."

Framework for Re-steering Discussion

1. Present the data: What we're observing in market
2. Analyze the implications: What this means for the search
3. Propose solutions: Options for moving forward
4. Seek agreement: Get client buy-in on adjusted approach
5. Update parameters: Revise search brief as needed

Sample Re-steering Conversation

"Based on our market research and candidate conversations, I'm seeing a consistent pattern. The salary expectations for this level are running 15-20% higher than we initially budgeted. We have three options: 

1. Adjust the budget
2. Target slightly more junior candidates
3. Enhance the non-salary value proposition

What's your preference?"

Success Metrics

The Critical Success Factor

"The search consultant often jointly agrees the shortlist with the client, so the client can select those he wishes to interview. And this is when she gains agreement for the second stage invoice."

The goal: Present QIA (Qualified, Interested, Assessed) candidates in a compelling way that demonstrates value and secures progression to interviews.

The QIA Standard

Every candidate must be:

• Qualified: Meets all functional requirements
• Interested: Genuinely motivated by the opportunity
• Assessed: Evaluated against agreed behavioral competencies

Pre-Presentation Preparation

1. Validation Meeting

Before formal presentation, brief the client on:

• Number of QIA candidates identified
• General profile overview
• Any market insights discovered
• Interview process confirmation
• Timeline expectations

2. Candidate Preparation

Ensure each shortlisted candidate:

• Understands the full opportunity details
• Has had all questions answered
• Is committed to the interview process
• Knows the timeline and next steps
• Has provided permission to be presented

Individual Candidate Profile Template

CANDIDATE [NUMBER]: [FULL NAME]

CURRENT ROLE: [Title] at [Company] ([Years])
LOCATION: [Current location, relocation flexibility]
EXPERIENCE: [Total years relevant experience]

EXECUTIVE SUMMARY
[3-4 sentence compelling overview highlighting key strengths and fit]

FUNCTIONAL REQUIREMENTS ASSESSMENT
✓ [Requirement 1]: [Specific evidence/examples]
✓ [Requirement 2]: [Specific evidence/examples]  
✓ [Requirement 3]: [Specific evidence/examples]

COMPETENCY ASSESSMENT RESULTS

1. [COMPETENCY 1]: [RATING]
   [Brief assessment summary with evidence]

2. [COMPETENCY 2]: [RATING]
   [Brief assessment summary with evidence]

3. [COMPETENCY 3]: [RATING]
   [Brief assessment summary with evidence]

CAREER HIGHLIGHTS
• [Key achievement 1]
• [Key achievement 2]
• [Key achievement 3]

MOTIVATION FOR MOVE
[Why they're interested in this opportunity specifically]

COMPENSATION
Current Package: £[X] base + £[X] bonus + benefits
Expectation: £[X] total package
Notice Period: [X] weeks

AVAILABILITY
Interview availability: [Next 2 weeks]
Start date: [Earliest possible]

REFERENCES
[2-3 professional references with contact details]

Presentation Best Practices

The Presentation Meeting

• Format: Face-to-face or video call with all stakeholders
• Duration: 45-60 minutes for 3 candidates
• Materials: Printed profiles + digital sharing

Presentation Flow

1. Market overview (5 mins) - Set context
2. Process reminder (3 mins) - What QIA means
3. Candidate profiles (12 mins each) - Full walkthrough
4. Comparative analysis (5 mins) - Side by side
5. Questions and discussion (10 mins)
6. Next steps agreement (5 mins) - Interview logistics

Handling "Can We See More Candidates?"

"The candidates presented have met the QIA standard we agreed. Adding more candidates would require lowering our assessment criteria. Would you like me to explain specifically why these three are the strongest available?"

Interview Coordination Template

INTERVIEW BRIEFING: [Company] [Role Title]

LOGISTICS
Date: [Date]
Time: [Time]
Location/Link: [Details]
Duration: [X] minutes
Format: [In-person/Video]

INTERVIEW PANEL
[Name] - [Title] - [Role in decision]
[Name] - [Title] - [Role in decision]

INTERVIEW STRUCTURE
[Overview of what to expect]

COMPANY RESEARCH BRIEFING
[Key points about company, recent news, culture]

ROLE CONTEXT
[Specific context about the role, team, challenges]

KEY MESSAGES TO CONVEY
[3-4 key points they should communicate]

QUESTIONS TO ASK
[Suggested intelligent questions]

LOGISTICS REMINDERS
• Arrive 10 minutes early
• Confirm attendance 24 hours prior
• Contact me with any questions: [your number]

Success Metrics