Headhunting is not an expense, it is an investment. The talent search engine is not a mere “sender” of curriculums, but a professional profile that, understanding the context, the needs of the company and the objectives that it wishes to achieve, is able to determine which are the best options in the market.
But perception that the business ecosystem has of the discipline is also the responsibility of human resources professionals, who must highlight their contribution of value and contribution to business.
This claim, with a certain load of self -criticism towards the market, is answer to one of the questions asked by Reason.WHY In the Podcast Nova Marketing Leaders, of the Global Talent Talent Talent and conducted by Marketing Consultant Jesús Cubero. Participation in this space is part of the contribution to the profession we make from Reason Why in different contexts.
They defend the value of Headhunting for the development of both business and professionals
In his argument Javier Cuesta, founding partner of the B&B consultant Executive Leadership, states that the headhunting mission must be minimizing the error and incorporating the most appropriate person into the organization to achieve the common objectives. But companies, he says, also require being educated in the selection of talent.
It is also defended by Ramón Rodrigáñez, CEO & Co-founder of Nova, pointing out that to find the best professional for his needs the company must be aware of its circumstances. He points out that in the vast majority of occasions the profile that the company needs does not coincide with the one that initially seeks. He advises, in this sense, that organizations must maintain an open mentality in the search for talent, and be accompanied.
The accompaniment, however, is also provided towards professionals. Nuria Ventura, founder of the consultant Time to Grow, joins the value of the headhunting pointing out that their role towards them does not conclude in hiring, but that a monitoring is carried out to understand how that person in the organization is successful, or to understand possible mistakes that could have been committed in the process.
What is sought in a CMO
Throughout the conversation, the three experts share keys of the current situation of the labor market of the marketing sector, such as what are the most wanted skills, what is required to be CMO or errors that C-Level professionals commit when it comes to changing jobs.
They also reflect on why marketing directors are not considered as possible CEOs and have contributed advice when focusing and building professional career.
- The most demanding skills
Regarding the so -called Hard Skillsas they explain, what is currently demanded most, in the light of a market that seeks immediate results, is orientation to data and performance and understand what contributes value to the business. On the other hand, in the field of soft skills, Increasingly valued, marketing professionals seek flexibility, active listening and, again, understand the business.
As a consequence, as experts pointed out, the search for hybrid profiles, those that are halfway between traditional marketing and Growth has increased. Profiles that understand consumer behavior in the different stages of the funnel and understand how the business can grow from the product.
- How the CMO has changed
The role of the CMO has also been influenced by market changes. “The marketing director is now a much more digital profile and, therefore, much closer to the product of what it was perhaps before”, Points out Ramón Rodrigáñez.“They are closer to profiles such as the Chief Digital Officer or the Chief Product Officer, and on many occasions, those charges have to work hand in hand like a pair”
The main change that has experienced the position is the need to work in the short term, an exaggerated short term, according to Nuria Ventura; and impact the business as soon as possible. Also, he says, the incorporation of a much more focused consumer mentality, not only from the brand vision, but also from the client experience.
- What does a good How
What organizations are looking for is a complement to CEO. “In addition to the skills, the ability to be a good Business Partner for CEO is also important to bring information for other department for which marketing works and manage the area”Says Javier Cuesta.“In the end it is about solving the eternal doubt of whether marketing is a cost point or a productive center”
In this regard, experts consider that the most optimal profile to assume the functions of a CMO is one that can exercise as a “orchestra director” and has passed through different areas of the business. “The CMO who wants to be CEO must go through sales. The mili must be done. It is important to have a relationship or have worked in the department, have contact with the P&L”, Explains Nuria Ventura.”You also have to develop soft skills, which is what really makes a difference. If you want to be a CMO you can technically have all the world’s skills, but if you are not able to work on the influence of leading teams, you will not be a good CMO”
Make a curriculum, address interviews and manage LinkedIn
This delivery of Nova Marketing Leaders also addresses key aspects in the selection processes, also among C-Level professionals, such as the elaboration of an effective curriculum that favors the objectives of the candidates.
- A good curriculum
According to their experience, experts highlight the importance of the curriculum being functional, readable and understandable to facilitate the task of selection responsible. They recommend, in this sense, to avoid useless creativity that may lead to the discard of the candidacy.
In the same way, they advise highlighting the achievements achieved in each of the professional stages. And if these are little known companies, point the activity and magnitude of these in the market so that the coach can easily understand what the candidate’s experience is.
In addition, they also value the synthesis capacity and the adaptation of the content to the position offered.
“The curriculum must be focused on professional achievements”
On the other hand, they also reflected on market trends, especially with regard to the personal data of the candidates. “Many photos and birth dates continue to be seen, especially in the Iberian market. And they can be biases. I think the curriculum must be focused on professional achievements, and as a complement to include a link to LinkedIn”, Says Javier Cuesta, founding partner of the B&B consultant Executive Leadership.“These data should not be part of the achievements, which is what should really matter when hiring someone”
- LinkedIn’s profile
The keys provided can also be applied to LinkedIn profile management, which stands as an important work tool for heads. They conceive it as a complement to the curriculum, but with the advantage that it allows to be more generous in terms of content. They recommend sticking to the most relevant professional experiences and in the case of being part of recognized companies, highlighting their logos in the head of header.
They also remember the importance of caring for photography.
- Lead in the interview
With regard to the interviews, the specialists stand out among the most common errors that the candidate does not adapt his speech to the employer or the position offered, as well as not to answer clearly to the questions raised by the interviewer. Forgetting to fall in love and focus directly is also a ruling that managerial profiles commit. “There are candidates who have a reputation in the market and forget about falling in love. If you negotiate before falling in love, interest is lost”, Points out Nuria Ventura, founder of Time to Grow.”We must also bear in mind that the experience that the candidate considers most relevant is not necessarily the one that contributes the most to the client”
That falling in love goes as a kind of doctor for a patient, that is, understanding how you can help solve the problems of the organization. Thus, in the interview the candidate has to lead with the question and generate a real business conversation, formulating issues about the current situation of the company, the means that will be available in office, if the position is newly created, if it is a substitution, etc.
In this way, it ceases to be a hierarchical relationship of interviewer to interviewed, but of collaboration between partners.
Professional Trajectory Management
This podcast delivery also addressed the management of the trajectory, an aspect that is often neglected by both professionals and companies. “In the world in which we live it is very difficult to become how you stay in the same place where you started. It is a pity, but it is the reality”, Says Ramón Rodrigáñez, CEO & Co-Funder of Nova.“There are very few companies that offer a fast Career Path and that really fulfills their promise to take you from being a fellow to marketing director”
- The importance of reputation
In this regard, the headhunters say that for those who want to grow in the marketing world, professional changes can be made every so often – three or four years – to forge a varied experience, always swinging the risks. However, they point out as Red Flag, experiences too short.
They also value international experience, since it will enhance the profile with a multicultural vision, creativity, exposure or innovation.
When valuing trajectories, experts share what employers’ brands value, but that the results obtained and the reputation of the experiences prevail. “Always draw more attention to a coca-cola than in a company we do not know”, Says Nuria Ventura.”Balance and reputation are important. You may have done many results and very good, and that will help you, but also that the people who have worked with you recommend you”
- Life forms are sought
The Podcast also reflects on industrial transitions, since the pressure associated with CMO in certain industries pushes professionals to look for alternatives. The specialists point out that these changes are not simple, especially if they are very different sectors, but that they have become something more common as a result of the pandemic and its impact on the labor market.
Transitions have also been favored by cultural transformation. “The desire for flexibility and quality of life plays a very important role in decision making. Has made the market more dynamic“Javier Cuesta points out.”Because people not only look for attractive projects, also seek ways of life”
You can listen to the full podcast below:
