Client Resources

At SolomonSwann we have an interviewing process that sets us apart from other recruiters and executive search firms. Our exclusive process was designed to attain maximum success for both the client and the candidate.

Our process also sets us apart from the average Human Resources department. Most Human Resources departments do not have the time, resources, or the training to go as deep as SolomonSwann does in their interviewing and qualifying process.

SolomonSwann not only aims toward long-term placement but as part of the process, assists in employee retention.

The purpose of this section is to allow you to review a brief sketch of our process as well as some of our recruiting philosophies. It will be no surprise that our success is directly correlated to our unique process.

Identifying candidates. Identifying candidates is a mix between advertising, networking, referrals, and relationships (prior and ongoing). This continuous process builds future and ongoing dialog and relationships.

Qualifying candidates. The first interview is always conducted over the phone. This allows us to focus on actual ability and skills. A phone interview focuses on true skill sets and verbal communication abilities while eliminating any favor based on chemistry or appearance. It creates a stronger set of objective measures.

Initially, we try to ‘eliminate’ a candidate. Most recruiters take the opposite approach. Hoping that a candidate meets the criteria may cause the recruiter to inadvertently omit difficult questions. This “hoping a candidate fits” lends itself to the problem of ignoring “warning signs” that could eliminate the candidate. In our qualifying process, we have a minimum of four (4) meetings with the candidate in different settings.

Building candidate relationships. We seek to build solid relationships and trust between parties. Without ongoing dialog and information, a candidate is more likely to turn down offers, except competitor offers or accept counteroffers from their current company. An established relationship prevents the above, as well as other disappointing surprises from a candidate.

Bridging the critical time between the offer date and the hire date. This is probably the most crucial step and one that is most often ignored. It is imperative to stay in close contact for the two or three weeks prior to the candidate’s start date. Many things can happen to the candidate during this crucial period such as counter-offers, other client offers, family situations, “cold feet”, etc.

Employee Retention: Staying in contact with the candidate well after they start. This helps the candidate (now new employee) to know that they have someone that’s neutral to talk to during the ‘sometimes disconcerting’ initial period that new employees can face. This also serves to detect ‘early problems and concerns’ that would normally go unnoticed and undetected.

In Summary: This is a five-step process that many recruiters dilute to two (possibly three) steps, ignored mainly because this process is time-consuming and exhaustive. Recruiting/executive search is our product. Our trademark process is designed to protect and produce the highest quality product on the market.