UGA Search Group

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1 University of Georgia Executive & Faculty Search Group Presentation by: Tom Gausvik, Associate Vice President for Human Resources Frank DiGiacomo, Senior Managing Director, UGA Search Group University of Georgia

Transcript of UGA Search Group

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University of Georgia Executive & Faculty Search

Group

Presentation by:Tom Gausvik, Associate Vice President for Human Resources Frank DiGiacomo, Senior Managing Director, UGA Search GroupUniversity of Georgia

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“In the U.S. the demand for externally sourced

talent is increasing while traditional means of

acquiring such talent—primarily executive

search firms—are becoming less favorable

options.”

Corporate Leadership Council

Trends

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Difficulties in partnering with external

search firms 30 to 60 percent failure rate Dispersion of resources over client base Duration of searches often longer than 6

months Lack time and incentive to immerse

themselves in interests of UGA Lack understanding of UGA culture and

source unsuitable candidates

Past UGA experiences with external searches

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Improve the quality of externally sourced

candidates

Reduce spending in searches

Improve efficiency in sourcing quality candidates Intended to enhance performance outcomes,

retention of externally hired candidates through our superior understanding of our culture, and job requirements.

Reasons UGA Implemented Internal Executive Search

Capability

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Dedicated attention to internal constituency removes

conflict of interest and responsiveness to problems common to external search firms; internal unit knows UGA needs intimately, unfettered by “off-limits” agreements or need to spread best candidates across multitude of client relationships

Specialization in executive-level and key faculty talent, focus on individuals not currently seeking jobs distinguish our internal search group from methodology of other university/employer recruiting functions in general

UGA’s internal executive search group has vested interest in any new executive or key academic leader or faculty member they help to hire; likelihood executives will (or will not) become future clients increases accountability

Key Differentiating Features of the UGA Executive & Faculty Search

Group

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Unit Organization: EFSG located within UHR, reporting

to Associate Vice President for Human Resources

Unit Mission: EFSG focuses on vacancies in top 5% of UGA management, including vice presidents, their top reports; target population includes executives and academic leaders at peer and aspirational institutions, organizations with complementary core competencies

Search Processes: EFSG typically takes 100 days to complete search; major process steps include search specifications, target identification and research, candidate assessment and presentation, client interviews, offer negotiation and closing

Internal Executive Search Group’s Practice Elements

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Organization Structure

Senior Director, University Search Group

Sr. Executive Recruiter

Sr. Executive Recruiter

USG OperationsManager

EFSG Coordinator

Assoc VP/HR

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Pros and Cons to Internal Search

Pros: Proximity to Client &

Search Chair Knowledge of

University culture Dedicated resource

to UGA Cost effectiveness Relationship building

for HR

Cons: Abbreviated prep

time New staff New process Limited resources

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Advantages of Internal Executive Recruiters

• Candidate Sourcing

• Advertising/Marketing

• Candidate Screening

• Client & Chair Contact

• Reference & Background Checking

• Recruiting Events

• Reporting/ Metrics

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Understanding parameters of search

Staying abreast of trends and sources

Knowledgeable of candidate pools

Communicating w/ client & chair

Maintain top talent lists

Track and/or monitor search process

Keep candidates informed at various stages of the process

Knowledge of talent pools

Internal Accountability

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Cold sourcing of top talent “not-in-play” at peer &

aspirational institutions

Advertise (print and internet)

HigherEdjobs.com; Chronicle of Higher Ed; Diverse;

Hispanic Outlook; Women in Higher Education; HRweb

Identify former leaders & top faculty who may qualify

Initiate direct mail & e-mail campaign

Search Strategies

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Source subject matter experts

Utilize key professional associations

Identify and participate in related events

Liaison with Alumni Career Services

Liaison with Development Office

Search Strategies

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Internal Process

Aggressive 100-Day Search Timeline

Search Specification and Strategy Development

Candidate Identification

and Assessment

Evaluation and Search

Status

Search Committee Interviews

and Follow-up

Final Interviews and Hiring

Initial Search Meeting

Weeks 2 - 8Week 1 Weeks 9 - 11

Weeks 12 -14

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Overview of position duties, responsibilities, expectations, salary range,

benefits and perks

Discussion with client, stakeholders, search chair

What must the ultimate/successful candidate possess?

Identify core competencies

Outline process and timeline for search

Identify role of the internal executive recruiter

# of candidates deemed sufficient

Pre-screening; video/teleconferencing

Feedback mechanism to client & search chair

Internal Requirements

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Resources

Access to appropriate senior decision makers

Search committee availability

Staffing

Budget/Financial

How will we handle the additional costs associated with search?

Advertising

Travel, Lodging, Meals for Candidates

Telephone Calls (800 # & Long Distance)

Questions & Issues for Search