25 plays across 5 phases of executive search — from mandate intake to trusted advisor. The complete operational guide for running world-class retained search.
25
Playbook Plays
5
Search Phases
6
Scenario Drills
∞
Reputation Built
What This Playbook Is For
This is the operational guide for running executive search the SNH way. It covers every phase of the search lifecycle — from the first qualification call to the Day 90 check-in. Each play includes the framework, the steps, the exact script, the common mistakes, and what SNH specifically does. Master all 25 plays and you will run better executive searches than 95% of recruiters in this market.
🏋 The Playbook
25 plays across 5 phases. Click any play to see the framework, steps, script, and the SNH way.
🧠 The Mindset
Retained vs contingency. The executive recruiter's philosophy. What SNH stands for.
🕐 Search Lifecycle
The 8-stage SNH search process. What happens at each stage. How to rescue a search that's going wrong.
🤲 Client Archetypes
How to recognise and work with each client type. Building credibility in the first 2 weeks.
📈 Fee & Engagement
SNH fee structure. How to negotiate and defend your rate. What every engagement letter must include.
🎯 Scenario Drills
Six defining moments in executive search — with the right response for each. Plus the SNH self-assessment.
The 5 Phases
The Mandate Foundation
5 plays — Setting up every search for success
Search & Research
5 plays — Finding who doesn't find you
Assessment Mastery
5 plays — Separating good from great
Managing the Process
5 plays — Keeping the search on track
Close & Build
5 plays — From offer to long-term partnership
The Executive Recruiter's Playbook — 25 Plays
Click any play to see the framework, steps, script, common mistakes & the SNH way.
🔍
1
The Mandate Foundation
Setting up every search for success
5 plays
1📋
Mandate Intake & Qualification
The quality of your intake determines the quality of your search. Most search failures are intake failures.
Play 1
2🎯
Calibration Conversations
Calibration is not intake. Intake gets the brief. Calibration gets alignment. They're different meetings.
Play 2
3🧬
Success Profile Design
Job descriptions describe the role. Success profiles describe the person who will thrive in it. These are not the same document.
Play 3
4🗺️
Stakeholder Mapping
The person who gives you the brief is rarely the only person who decides. Map the stakeholders before you start.
Play 4
5🤝
Exclusivity & Engagement Terms
How you structure the engagement determines how seriously the client treats you. Retained search commands different behaviour than contingency.
Play 5
2
Search & Research
Finding who doesn't find you
5 plays
6🗃️
Market Mapping & Universe Building
Before you source, you map. The universe of candidates for any senior role is finite — know it before you start calling.
Play 6
7🔍
Sourcing: Network & Referrals
The best executive candidates are not actively looking. Your network — and theirs — is your most powerful sourcing tool.
Play 7
8📬
Approaching Passive Candidates
The message that gets a response is not the message that describes the job. It's the message that describes what the candidate gets.
Play 8
9💻
Digital Research & Boolean Search
LinkedIn is the database. Boolean is the query language. Knowing both is table stakes — using them well is a competitive advantage.
Play 9
10🧠
Talent Intelligence & Competitive Intel
Knowing who's in the market is level one. Knowing why they might move, what they'd move for, and when — that's talent intelligence.
Play 10
3
Assessment Mastery
Separating good from great
5 plays
11🎤
Competency-Based Interviewing
STAR isn't enough at the senior level. The best executive interviewers go three layers deep on every story.
Play 11
12🏛️
Leadership Assessment Frameworks
Functional competence gets a candidate to the interview. Leadership character determines whether they survive the first year.
Play 12
13📞
Reference Checks at Senior Level
References are not a formality. Done well, they're the most reliable data in the entire assessment process.
Play 13
14🚩
Red Flag Detection
What a candidate doesn't say is often as important as what they do. Train your radar to detect the subtle signals.
Play 14
15🧭
Cultural & Values Assessment
Most executive hires fail for fit reasons, not skills reasons. Cultural assessment is the hardest — and most important — part of executive search.
Play 15
4
Managing the Process
Keeping the search on track
5 plays
16📄
Candidate Submission & Write-ups
The submission document is your professional reputation on paper. A weak write-up loses a strong candidate.
Play 16
17📡
Client Communication Cadence
Silence breeds anxiety. A client who doesn't hear from you assumes nothing is happening — even if everything is.
Play 17
18🌟
Candidate Experience Management
How you treat candidates who don't get the job determines whether they refer the next great candidate — and whether they speak well of SNH.
Play 18
19🛡️
Handling Objections & Pushback
Objections are not rejections. They're questions in disguise. The recruiter who can handle them well closes more searches.
Play 19
20🎭
Multi-Stakeholder Search Management
The more stakeholders involved, the higher the risk of a search dying by committee. Your job is to manage the process, not just the candidates.
Play 20
5
Close & Build
From offer to long-term partnership
5 plays
21💰
CTC Structuring for Executives
Senior compensation is not just a number — it's an architecture. Getting the structure right is as important as getting the number right.
Play 21
22⚡
Counter-Offer Management
The counter-offer is the most predictable event in executive search — and the one most recruiters handle worst.
Play 22
23🎯
Offer Negotiation & Gap-Bridging
Your job in a negotiation is not to be the candidate's agent or the client's HR department. It's to find the deal that works for both.
Play 23
24🚀
Onboarding Support & First 90 Days
The hire isn't done when the offer is signed. It's done when the candidate is thriving at Day 90. Your job doesn't end at placement.
Play 24
25🏆
Building a Trusted Advisor Relationship
The difference between a vendor and a partner is whether the client calls you before they post the job. Build for the call.
Play 25
The Framework
Run every mandate through four gates before committing: (1) Is the role real — budget approved, headcount sanctioned? (2) Is the client serious — do they have decision-making authority? (3) Is the brief clear enough to source against? (4) Is the compensation realistic for the market? Fail any gate → ask, not assume.
The Steps
●Confirm budget is approved and headcount is sanctioned (not 'being discussed')
●Identify the single hiring decision-maker — not the committee
●Get the 'why now' — replacement, new role, restructuring? Context shapes the search
●Understand 'why has no one been hired yet' if it's been open
●Ask what a 'no' looks like — what would disqualify an otherwise strong candidate
●Confirm timeline and exclusivity expectations upfront
The Script
'Before I commit my firm's resources to this search, I need to understand three things: who makes the final hire decision, what's the approved budget, and what's happened in previous attempts to fill this role. Can we spend 20 minutes on that before we go into the brief?'
Common Mistakes
⚠️ Accepting a vague brief and hoping it becomes clear during the search
⚠️ Starting without knowing the budget — you'll waste time on candidates who are 40% off
⚠️ Not knowing who the real decision-maker is — committee searches die in committee
⚠️ Taking a retainer without confirming headcount is actually sanctioned
⭐ The SNH Way
SNH runs a 30-minute qualification call before every engagement. We don't take retained mandates we haven't qualified. If we can't get 30 minutes from the hiring manager, the search isn't ready.
The Framework
Calibration happens after you've seen the first 3-5 candidates — you present them before they're 'ready' to get a real-time market signal. The goal: reveal hidden preferences, surface unstated dealbreakers, and align on what 'strong' actually looks like. Without calibration, you're guessing.
The Steps
●Present 3 profiles early — one strong, one borderline, one deliberately off-brief
●Ask 'what excites you and what concerns you' about each, not 'do you like them'
●Listen for the unstated — 'I'm not sure about X' often means 'this is a dealbreaker'
●Document calibration outputs and send a written summary
●Use calibration to reset unrealistic expectations with data
●Recalibrate after every rejection — ask 'what did that tell us about what you're really looking for'
The Script
'I want to share three profiles before we go deeper — not as final candidates, but to calibrate. For each one, tell me what excites you and what concerns you. That will tell me more about what you're really looking for than any brief can.'
Common Mistakes
⚠️ Waiting until you have a 'perfect' candidate before calibrating — you're flying blind
⚠️ Presenting only candidates you love — present range to reveal client preferences
⚠️ Not recalibrating after a rejection — every rejection is data
⚠️ Accepting 'looks good' as calibration — push for specifics
⭐ The SNH Way
SNH runs a formal calibration call after the first profile submission. We document it in writing and share it with the client. This becomes the standard against which we evaluate all future candidates.
The Framework
A great success profile has four parts: (1) What they must have done — specific experiences that predict success, (2) How they must operate — leadership style, cultural fit, working style, (3) What they must believe — values alignment, (4) What they must achieve — the 90-day and 1-year outcomes. The best success profiles are written with 'has done X' not 'should have X years of Y'.
The Steps
●Start with the outcomes: what does success look like at 90 days, 6 months, 1 year?
●Work backwards: what experiences predict those outcomes?
●Identify must-haves vs nice-to-haves explicitly — 3-5 non-negotiables maximum
●Add a cultural / operating style description from the hiring manager
●Add a 'what failure looks like' — often more revealing than success criteria
●Validate the profile against 2-3 real people who've succeeded in similar roles
The Script
'I want to build a success profile, not a job spec. Can you tell me about the last person who was excellent in this kind of role — what did they do in the first 90 days that told you they were exceptional? And conversely, have you ever hired for this type of role and had it not work — what went wrong?'
Common Mistakes
⚠️ Using the JD as the success profile — JDs are usually written by HR and describe tasks, not outcomes
⚠️ Too many must-haves — if everything is essential, nothing is
⚠️ Not asking about failures — understanding what didn't work is gold
⚠️ Ignoring the cultural/operating style dimension — most senior hires fail for fit reasons, not skills reasons
⭐ The SNH Way
SNH writes a one-page success profile for every retained search. It is shared with the client and signed off before sourcing begins. It becomes the evaluation rubric for every candidate.
The Framework
In every senior search, there are four types of stakeholders: (1) Decision-maker — final say, (2) Influencers — their opinion matters but they don't decide, (3) Blockers — they can say no but not yes, (4) Champions — they want the hire to happen and will fight for the right candidate. Know who is who before the first candidate presentation.
The Steps
●Ask directly: 'Who else will be involved in the final decision?'
●Map the org chart around the role — who does this person peer with, report to, manage?
●Identify the informal power structure — who does the CEO actually listen to?
●Plan stakeholder touchpoints in advance — who meets candidates at what stage?
●Align on a 'no surprises' process — no stakeholder should see a candidate for the first time and object
●Build relationships with all stakeholders, not just the main contact
The Script
'For a search at this level, I always want to understand the full stakeholder landscape. Beyond you, who else will have a meaningful voice in the final decision — whether formal or informal? I want to make sure we're aligned across the board before we start presenting candidates.'
Common Mistakes
⚠️ Assuming the CHRO or hiring manager is the only stakeholder — CEOs often have last-minute opinions
⚠️ Not mapping board members for C-suite searches
⚠️ Ignoring informal influencers — the CFO who 'just wants to meet' can kill a process
⚠️ Failing to manage stakeholder expectations separately — each stakeholder may have different priorities
⭐ The SNH Way
SNH creates a stakeholder map for every C-suite search and shares it with the hiring manager to validate. For CEO/CPO searches, we schedule separate briefing calls with each key stakeholder before presenting candidates.
The Framework
SNH's preferred model: retained engagement with a three-part fee structure (upfront, on shortlist, on placement). Exclusivity is non-negotiable for retained searches — you cannot do excellent executive search while competing with three other firms. For contingency: have clear rules of engagement (exclusive window, submission process) to avoid chaos.
The Steps
●Explain the model before the brief — 'Here's how SNH works'
●Negotiate exclusivity as a package with the retainer, not separately
●Define the exclusive period clearly — 60/90 days with extension clause
●Set submission protocols upfront — who can you send profiles to, how?
●Document fee structure and success criteria in writing
●Get the engagement letter signed before beginning search
The Script
'SNH works on a retained basis for senior mandates. This isn't just about fees — it's about how we work. Retained means we dedicate senior partner time to your search, we work exclusively, and we invest in the quality of delivery. I'd like to explain our model before we go into the brief, so we both know what we're committing to.'
Common Mistakes
⚠️ Starting search work without a signed engagement — you have no leverage if the client hires differently
⚠️ Accepting exclusivity without a retainer — 'exclusive but contingent' is contingency with extra steps
⚠️ Not defining what happens if client identifies a candidate independently
⚠️ Accepting vague exclusivity — 'we'll try to work only with you' is not exclusivity
⭐ The SNH Way
SNH does not begin executive searches without a signed engagement letter and retainer payment. For VP+ searches, we require full exclusivity. Our intake process includes a model explanation before the brief discussion.
The Framework
The target universe for a senior search has three concentric circles: (1) Direct competitors (most obvious, often most resistant to approach), (2) Adjacent companies (same function, different industry — often highest quality), (3) Aspirational/unconventional (non-obvious profiles that could work). Most recruiters search only circle 1. The best ones find the winner in circle 2 or 3.
The Steps
●List all companies where this role exists with similar scope and complexity
●Prioritise by: relevance of experience, quality of company, likely availability
●Build a name list — not just company list — from LinkedIn, conferences, reports, referrals
●Segment the universe by: currently active vs. passive, interested vs. unlikely
●Flag exclusions: companies the client has named as off-limits, prior candidates
●Document the universe in a research tracker before outreach begins
The Script
'Before I start reaching out, I want to build the complete universe of candidates. Can you tell me which companies you consider peers, which companies you'd love to hire from, and which are off-limits? I'll add to this from my own market knowledge and share the full target list with you before we start calling.'
Common Mistakes
⚠️ Going straight to sourcing without mapping — you'll miss the best candidates
⚠️ Only mapping direct competitors — the best candidates often come from adjacent industries
⚠️ Not sharing the target list with the client — they may know people on it
⚠️ Failing to map exclusions — approaching someone the client has already rejected is embarrassing
⭐ The SNH Way
SNH builds a written market map for every retained search and shares it with the client before sourcing. This map typically has 40-80 companies and 100-200 names. It's the single most valuable research deliverable we produce.
The Framework
Senior sourcing is 60% referrals, 30% direct outreach, 10% everything else. The referral network compounds over time — every conversation, even with a candidate who doesn't take the role, yields 2-3 referrals if you ask well. The ask: 'Who else should I be talking to for a role like this?' is the single most powerful research question in executive search.
The Steps
●Start every search with 5-10 'sector experts' who know the talent landscape — don't pitch roles, ask for market intelligence
●Ask for referrals in every conversation: 'Who else should I speak with who could help me think about this?'
●Build a referral tracking log — who referred whom, and follow up on every lead
●Use LinkedIn for warm introductions: second-degree connections through mutual contacts
●Attend sector conferences and events to build your own network over time
●Treat declined candidates as referral sources — they know who's good
The Script
'I'm not calling to pitch you a role today — I'm doing market research for a senior search and wanted to get your perspective on the talent landscape. Who are the 3-4 people you'd consider the best in this function right now — regardless of whether they're looking?'
Common Mistakes
⚠️ Asking for referrals only after a candidate declines — ask mid-conversation, before you know their interest level
⚠️ Treating referrals casually — always follow up and close the loop with the referrer
⚠️ Not tracking referrals — your referral network is a business asset
⚠️ Calling 'cold' to everyone when you have mutual connections you haven't leveraged
⭐ The SNH Way
SNH tracks referrals in our CRM. Every search generates at least 20 referral conversations. We close the loop with referrers when their referral becomes a placement — it builds the relationship and generates more referrals.
The Framework
Passive candidates at the senior level receive multiple approaches weekly. To stand out: (1) Personalise — reference something specific about their background, (2) Be honest — 'I'm a recruiter' is better than a mysterious 'business opportunity', (3) Lead with what's in it for them — the scope, the company, the impact, not the JD, (4) Make it easy to say yes to a call — low commitment, high intrigue. The goal of the message is a call, not a hire.
The Steps
●Research the candidate before reaching out — know their background, their trajectory, their likely motivations
●Personalise the opening — one specific observation about their career
●Describe the opportunity in terms of scope and impact, not job title
●Name the client if exclusivity allows — uncertainty kills responses from senior people
●Make the ask small: '15 minutes to see if it's worth a conversation'
●Follow up once if no response — a third touch becomes noise
The Script
'[Name], I've been following your work at [Company] — the way you've [specific achievement] is exactly the profile I'm looking for in a search I'm leading. I'm working with [Company/type of company] on a [scope description] role. I won't waste your time with a JD — I'd rather spend 15 minutes seeing if this is even worth a conversation. Would [time] work?'
Common Mistakes
⚠️ Generic messages — 'I came across your profile' is a response killer
⚠️ Sending the JD in the first message — it's a commitment too early
⚠️ Being vague about who you are — 'exciting opportunity' from a 'talent scout' is transparent and off-putting
⚠️ Following up 3+ times — senior people don't respond to persistence, they respond to quality
⭐ The SNH Way
SNH writes personalised approach messages for every senior candidate — no templates. We name the client in 90% of cases (with client permission) because transparency builds trust. Our message-to-call conversion for targeted outreach is 35-45%.
The Framework
Advanced LinkedIn search uses Boolean operators (AND, OR, NOT, quotes) to find candidates that keyword search misses. Beyond LinkedIn: GitHub (for tech), Google Scholar (for researchers), conference speaker lists, patent databases, media articles, and company websites all reveal talent. The best researchers use multiple data sources simultaneously.
The Steps
●Start with title variations — the same role has 5+ title variations across companies and geographies
●Use OR to capture all variants: 'Category Head' OR 'Category Manager' OR 'Business Head'
●Use NOT to exclude irrelevant results: NOT 'account manager' NOT 'sales manager'
●Filter by company size, company type, geography to narrow intelligently
●Use LinkedIn's 'People also viewed' to find adjacent talent
●Cross-reference with Google: site:linkedin.com 'VP Marketing' 'FMCG' 'India' to bypass LinkedIn search limits
The Script
Boolean string example for a Chief Marketing Officer search: 'Chief Marketing Officer' OR CMO OR 'VP Marketing' OR 'Head of Marketing' AND ('FMCG' OR 'consumer goods' OR 'retail') AND India NOT agency NOT freelance
Common Mistakes
⚠️ Using only LinkedIn's basic keyword search — you miss 60% of relevant profiles
⚠️ Not using title variations — 'Head of Growth' and 'VP Growth' are the same role in different companies
⚠️ Over-Boolean-ing — too many filters give zero results; start broad and narrow
⚠️ Not saving search strings — you'll need to repeat or modify them
⭐ The SNH Way
SNH maintains a library of search strings by function and seniority level. Every researcher is trained on Boolean fundamentals. For critical searches, we use 3+ research platforms (LinkedIn Recruiter, Naukri RMS, Apollo) simultaneously.
The Framework
Talent intelligence (TI) is the systematic collection and analysis of information about a talent pool — compensation norms, career trajectory patterns, motivations by seniority, and market movement signals. Good TI answers: who's likely to be open, what would make them move, and what competitive searches are running right now.
The Steps
●Build a Talent Intelligence brief before every search: market context, compensation range, key movers in the last 12 months
●Track LinkedIn profile updates — new skills, changed taglines, published posts about 'new chapter' often signal openness
●Monitor company signals: restructuring, layoffs, leadership changes, funding rounds that affect talent
●Use reference conversations to gather market intelligence — 'What's the compensation range for this type of profile in the market?'
●Track which firms placed whom — competitor placements reveal the active candidate pool
●Debrief candidates after they decline — their reason often reveals market-wide patterns
The Script
'Before we start calling candidates, I want to share our talent intelligence brief. Based on our research, here's what the active candidate pool looks like, what the compensation market is, and what we've observed about who's been moving in the last 6-12 months. This will shape our sourcing strategy.'
Common Mistakes
⚠️ Starting every search from scratch — talent intelligence compounds; document what you learn
⚠️ Not sharing TI with clients — it builds credibility and manages expectations
⚠️ Treating compensation as fixed — market rates move, especially post-funding rounds
⚠️ Ignoring company signals — a candidate whose employer just had a bad funding round is more likely to be open
⭐ The SNH Way
SNH maintains sector-specific talent intelligence files updated after every search. We share a TI brief with every retained client at kickoff. Our institutional knowledge is one of our most valuable assets.
The Framework
STAR (Situation, Task, Action, Result) is the foundation — but at the executive level, you need STAR + D (Decision, what would you do differently?). The three-layer probe: (1) What happened? (2) Why did you make that choice? (3) What did you learn? Senior candidates can narrate impressive stories — your job is to test whether the story reveals judgment, not just execution.
The Steps
●Prepare 4-6 core competency questions based on the success profile
●Probe every story to completion: 'What was the outcome — in numbers?'
●Ask the decision question: 'Looking back, what would you do differently and why?'
●Test under-pressure behavior: 'Tell me about a failure — what happened?'
●Check for self-awareness: does the candidate acknowledge their mistakes?
●Listen for 'I' vs 'we' — executives who use only 'we' may not be taking personal ownership
The Script
'Tell me about the most significant leadership challenge you've faced in the last 3 years. I'll want to understand: what was the situation, what decision did you make, how did it play out, and if you could do it again, what would you change?'
Common Mistakes
⚠️ Accepting the first answer without probing — the real story is always in layer 2 or 3
⚠️ Not pushing for numbers — 'we grew significantly' means nothing; 'we grew from ₹50Cr to ₹200Cr in 18 months' is a story
⚠️ Letting candidates redirect — when they dodge a question, note it and return to it
⚠️ Talking too much — your job is to ask questions, not share your views
⭐ The SNH Way
SNH uses a structured interview guide for every executive assessment. We score candidates against the success profile competencies (1-5 scale) and write a structured assessment note within 24 hours of every interview.
The Framework
SNH uses a three-lens assessment for senior leaders: (1) Can they do the job? (functional competence, track record), (2) Will they do the job? (motivation, cultural fit, energy for this specific role), (3) Will they fit the org? (leadership style, values, stakeholder navigation). Most searches get lens 1 right and fail on lenses 2 and 3. The '40% rule' applies here: 40% of executive hires fail not because of competence but because of fit.
The Steps
●Assess motivation explicitly: 'Why this role, why this company, why now?'
●Test for coachability: 'Tell me about feedback you've received that you initially disagreed with — and then came to accept'
●Assess stakeholder navigation: 'Tell me about a time you had to bring around a senior stakeholder who disagreed with you'
●Probe values alignment: 'What would you refuse to do even if your CEO asked you to?'
●Test self-awareness: 'What do people consistently say you need to work on?'
●Use the career narrative: does each move show growth, or escape?
The Script
'I want to understand your leadership style in a specific situation. Tell me about a time when your team strongly disagreed with a decision you made. How did you handle it — and what happened?'
Common Mistakes
⚠️ Assessing only track record — past performance predicts future performance, but only in similar contexts
⚠️ Ignoring red flags in values conversations — if they trash a previous employer, that's data
⚠️ Not testing for motivation — a candidate who takes the role for the wrong reason will leave in 18 months
⚠️ Accepting 'I'm a people person' as a leadership style description — push for specifics
⭐ The SNH Way
SNH's executive assessment framework covers: strategic thinking, leadership and team-building, stakeholder management, resilience and adaptability, values alignment, and motivation. We score each dimension and write a structured recommendation.
The Framework
Senior reference checks have two modes: (1) Candidate-provided references (warm, prepared, usually positive — still useful for confirming and exploring nuance), (2) Backdoor references (cold calls to people not provided — the most honest data). For VP+ searches, SNH runs both. The questions that reveal the most: 'What should the next employer do differently to get the best from this person?' and 'Would you hire them again — why or why not?'
The Steps
●Get at least 3 candidate-provided references — ensure they're direct managers, not peers or subordinates
●Run 2-3 backdoor references — former colleagues you find independently
●Ask about strengths first — get the person comfortable before the probing questions
●Ask the rehire question: 'If you had a suitable role, would you hire them again?'
●Ask the development question: 'What's the one area where you'd give them very direct feedback?'
●Ask the context question: 'For what type of role and company would they be ideal — and where would they struggle?'
The Script
'I'm doing a reference check on [Name] for a [seniority] role. They've mentioned you as a strong reference. I appreciate your time — I'd like to understand their leadership style, how they operated under pressure, and what they'd need to thrive in a new environment. Where would you start?'
Common Mistakes
⚠️ Treating reference checks as a box-tick — the best data comes from the 20th minute of the call, not the first
⚠️ Only calling provided references — backdoor references are where the honest assessment is
⚠️ Not asking the rehire question — a 'yes but...' is a signal
⚠️ Sharing reference specifics with the client before you've validated them — references are raw data, not final verdicts
⭐ The SNH Way
SNH runs minimum 5 references for C-suite searches: 3 candidate-provided + 2 backdoor. We document reference calls in full and write a reference summary note for the client as part of the candidate dossier.
The Framework
Red flags cluster in four areas: (1) Career narrative — unexplained gaps, frequent moves without trajectory, always leaving 'for better opportunities', (2) Relationship patterns — consistent conflict with authority, peers, or reports, (3) Achievement claims — specifics that don't add up, numbers that are suspiciously round, (4) Self-awareness — inability to identify weaknesses or acknowledge mistakes. None of these are disqualifying alone — context matters. But multiple flags in one area deserve deep investigation.
The Steps
●Map the career narrative on paper before the interview — gaps, moves, and tenure patterns are visible
●For every unexplained gap or short tenure: 'Walk me through what happened there — why did you leave?'
●Test the achievement: 'Was that revenue attributed to you specifically, or to the team?' and 'What would your manager say your contribution was?'
●Check for pattern: does every story have a villain (ex-boss, toxic culture, bad colleagues)? Pattern of blame is a red flag
●Probe relationship quality: 'Tell me about a reporting relationship that was difficult — what made it hard?'
●Cross-check claims in reference calls without signalling you're doing so
The Script
'I noticed your tenure at [Company] was about 14 months — that's shorter than your other roles. Can you walk me through what happened there and why the timing worked out as it did?'
Common Mistakes
⚠️ Rationalising red flags because you love the candidate's experience — your job is to give the client accurate information
⚠️ Not probing short tenures — 14 months at a VP level is always worth exploring
⚠️ Accepting 'cultural mismatch' as an explanation without getting the specifics
⚠️ Ignoring reference check flags — if one reference is lukewarm, ask why
⭐ The SNH Way
SNH's assessment notes include a 'flags and concerns' section for every candidate. This section is included in the candidate dossier shared with the client. We surface concerns proactively — not after a bad hire.
The Framework
Culture fit is not 'people like us'. Culture fit means: does this person's operating style match the org's norms, and do their values align with the company's stated and unstated culture? The best questions are specific and behavioural — not 'are you collaborative' but 'tell me about a time you had to sacrifice a goal of yours for the team's benefit'. Look for: how they describe previous cultures, how they talk about ex-colleagues, and what they say makes a great workplace.
The Steps
●Brief the candidate on the client's culture explicitly — 'This is a high-ambiguity environment with strong founder influence. How does that sit with you?'
●Ask the values question: 'Tell me about a workplace norm you've experienced that you found uncomfortable — how did you navigate it?'
●Probe the leadership style fit: 'The CEO is quite hands-on with the team. Tell me about a time you worked for a very involved leader — how did that go?'
●Test pace and process preference: 'Describe how you make decisions in the absence of data'
●Ask the candidate to assess fit themselves: 'Based on what you know about the role and company, where do you think you'd thrive and where might it be a stretch?'
●Validate cultural observations in reference calls: 'How would you describe [Candidate]'s preferred working culture?'
The Script
'I want to make sure this is the right fit in both directions before we go further. Tell me about a work environment where you've done your absolute best work — what made it that way? And tell me about an environment where you've struggled — what was different?'
Common Mistakes
⚠️ Assessing culture fit based on 'vibes' — you need specific behavioural evidence
⚠️ Hiring for culture match and ignoring culture add — sometimes different is what the org needs
⚠️ Not briefing candidates on the culture before assessing fit — they can't self-select if they don't know
⚠️ Confusing culture fit with comfort — high-performing cultures often create productive discomfort
⭐ The SNH Way
SNH's culture briefing document for each search describes the org's operating style, decision-making norms, and leadership style — not just the values list on the website. We prepare candidates and assess against this document.
The Framework
An SNH candidate submission has six parts: (1) Why this candidate — the thesis, not a summary, (2) Career narrative — the story of their progression with your framing, (3) Relevant achievements — specific, quantified, mapped to the success profile, (4) Assessment — where they're strong and where there are development areas, (5) Motivation and availability — why they're interested and when they can join, (6) Compensation expectations — their current CTC and target, factually stated.
The Steps
●Write the thesis first: one sentence that answers 'why this person for this role'
●Structure the narrative chronologically but emphasise the most relevant roles
●Map at least 3 achievements to the success profile criteria
●Be honest about development areas — hiding concerns makes you untrustworthy
●State motivation authentically — why is this candidate genuinely interested?
●Include current and expected CTC factually — no inflating, no hiding
The Script
Submission thesis examples: '[Name] has built two FMCG brand portfolios from ₹200Cr to ₹800Cr+ — once in HUL and once independently. Her combination of brand strategy depth and P&L discipline is precisely what [Client] needs at this stage.' '[Name] is one of the few payments PMs in India who has managed both the consumer experience and the banking relationship layer at scale — a rare combination for your NBFC mandate.'
Common Mistakes
⚠️ Summary submissions — describing the CV rather than recommending a human
⚠️ Underselling weak points — clients discover them anyway and lose trust in you
⚠️ Inflating compensation — a candidate who asks for 30% more than their submission says will create chaos
⚠️ Submission without a thesis — 'Candidate has X years of Y experience' is not a recommendation
⭐ The SNH Way
SNH submits candidates with a structured 2-page profile. The first paragraph is always the thesis — our assessment of why this person, now, for this role. We do not submit candidates we are not willing to advocate for.
The Framework
Set a communication rhythm at engagement kickoff: weekly progress reports, bi-weekly calls, and ad-hoc updates for significant developments. The weekly report covers: candidates approached, responses received, interviews scheduled. Bi-weekly calls cover: market intelligence, calibration updates, timeline assessment. Never go silent — even 'no news, here's why' is better than nothing.
The Steps
●Agree on a communication cadence in the engagement letter — explicitly
●Send a weekly progress report every Friday — even if it says 'pipeline building in progress'
●Use bi-weekly calls to recalibrate and share market intelligence
●Proactively communicate challenges — a search that's taking longer than expected needs an explanation
●Send meeting notes after every substantive conversation with the client
●Never share candidate information verbally without following up in writing
This week: [X candidates approached, Y responses received, Z interviews scheduled] Pipeline: [Number] candidates in active conversation Calibration note: [Any new insights from candidate conversations] Next steps: [What's happening next week] Timeline: [On track / adjusted — and why]'
Common Mistakes
⚠️ Going silent for 2+ weeks — clients assume you've deprioritised their search
⚠️ Calling only when you have good news — bad news delivered proactively is respected; discovered bad news is not
⚠️ Verbal-only updates — everything significant should be documented
⚠️ Overwhelming clients with detail — executive clients want synthesis, not data dumps
⭐ The SNH Way
SNH sends written weekly updates for every active retained search, regardless of progress. Our communication rhythm is a key differentiator — clients tell us they've never worked with a search firm that keeps them as informed as SNH does.
The Framework
Senior candidates who have a bad experience with a recruiter tell 5-10 people. Excellent experience generates referrals and goodwill that compounds for years. The basics: respond to every inquiry within 24 hours, give honest feedback, update on process milestones, and close the loop on every candidate who enters the process. The differentiator: treat every candidate as a future client or referral source.
The Steps
●Respond to every candidate approach within 24 hours — even if the answer is 'not right now'
●Brief candidates thoroughly before every client interaction — they should never be surprised
●Keep candidates informed of process timelines — if something slips, tell them proactively
●Close the loop on every candidate who doesn't progress — a personal call, not just an email
●Ask declined candidates for referrals and feedback on your process
The Script
'[Name], I wanted to call rather than email. [Client] has decided to move forward with another candidate. I want to be honest with you about the feedback: [specific feedback]. I also want to say that your time in this process was genuinely valuable — you're a strong candidate and I want to stay in touch for the right future opportunity. And separately, is there anyone you'd suggest I should be talking to for this type of search?'
Common Mistakes
⚠️ Ghosting candidates who don't progress — common, unacceptable
⚠️ Giving generic feedback — 'not the right fit' is not feedback
⚠️ Over-promising on process timelines and then going silent
⚠️ Treating non-placed candidates as failed transactions rather than long-term relationships
⭐ The SNH Way
SNH commits to: 24-hour response to all candidate inquiries, specific feedback to every interviewed candidate, and a personal call to close the loop on every finalist who doesn't get the offer. Our candidate NPS is tracked quarterly.
The Framework
The five most common client objections in executive search — and how to handle each: (1) 'The profile isn't strong enough' → ask for specifics, then recalibrate or push back with market data. (2) 'The process is taking too long' → show progress and re-examine if the brief is realistic. (3) 'We found someone internally/through another channel' → manage engagement terms proactively. (4) 'The compensation is too high' → use market data to challenge the budget. (5) 'We want to see more options' → distinguish quality search from mass presentation.
The Steps
●Never accept a vague objection — always probe for specifics: 'Can you help me understand what specifically isn't landing?'
●Use market data to defend candidate quality — 'In the current market, this profile at ₹X CTC is at P60 — this is strong'
●When a search is taking longer than expected, proactively explain why with market intelligence
●For compensation objections, give clients a choice: adjust budget, adjust brief, or extend timeline
●For 'see more options' requests — explain that more names ≠ better search, quality over quantity
●Document all objections and responses in writing — it protects you and creates accountability
The Script
'I hear your concern about the timeline — let me share what I'm seeing in the market. Of the 45 people we've approached who fit the profile, only 12 are open to a conversation. Here's why: [market intelligence]. Given this, I'd like to discuss whether we adjust the brief, the compensation range, or the expected timeline — because changing one will affect the others.'
Common Mistakes
⚠️ Accepting objections without probing — often the stated objection is not the real one
⚠️ Defending your search without data — opinions don't win arguments, data does
⚠️ Getting defensive — objections are feedback, not attacks
⚠️ Not documenting resolved objections — if the client changes their mind later, you have no record
⭐ The SNH Way
SNH's senior partners handle all major client objections directly — we don't escalate through account managers. Every objection is documented in our search file. We maintain a 'client alignment log' for every search to track expectation vs. delivery gaps.
The Framework
Multi-stakeholder searches (board, CEO, CHRO, business head all involved) fail for three reasons: (1) Misaligned criteria — each stakeholder wants something different, (2) Process chaos — candidates meet stakeholders in the wrong order, (3) Last-minute objections — a stakeholder who wasn't engaged early derails a near-close. The fix: align criteria upfront, design a structured process, and ensure every stakeholder is engaged at the right stage.
The Steps
●Map all stakeholders and their criteria before presenting any candidate
●Run a stakeholder alignment meeting before the first submission — get all criteria on the table
●Design the interview process with all stakeholders: who meets candidates at what stage, in what order
●Debrief each stakeholder separately after candidate interviews — don't rely on group debrief
●Identify the most likely objector and engage them early — surprises at the offer stage are avoidable
●Create a shared evaluation framework all stakeholders agree to before the process begins
The Script
'For a search at this level with multiple stakeholders, I'd like to start with a 30-minute alignment call before we begin presenting candidates. The goal is to ensure we have a shared view of what success looks like — so when a strong candidate comes through, we're evaluating against the same criteria. Can we schedule that this week?'
Common Mistakes
⚠️ Letting stakeholders 'add requirements' mid-process — this derails searches
⚠️ Not having a structured interview process — candidates meeting stakeholders ad hoc creates chaos
⚠️ Allowing stakeholders to reject candidates without giving specific feedback
⚠️ Not managing the final decision process — 'who's the tiebreaker if there's disagreement?' must be answered before you need the answer
⭐ The SNH Way
SNH designs a written interview process map for every multi-stakeholder search. This includes: who meets who, in what order, with what assessment criteria. We share this with all stakeholders and get sign-off before presenting candidates.
The Framework
Executive CTC has six components: (1) Fixed salary, (2) Variable bonus (annual, performance-linked), (3) ESOPs/RSUs/equity (vesting schedule matters), (4) Joining bonus (to replace unvested equity), (5) Benefits (insurance, car, club memberships), (6) Perquisites (LTIP, deferred compensation, retention bonus). The headline CTC is misleading without understanding the composition. Always break down both current and offered CTC by component.
The Steps
●Collect current CTC structure component by component — not just the total
●Calculate unvested equity value — this is often the biggest gap in switching
●Understand the variable pay: on-target earnings vs. actual received in last 2 years
●Identify the biggest 'cost of switching' — unvested equity, in-progress bonus, notice period
●Structure the offer to address the specific switching cost, not just match the total
●Present the offer to the candidate as a full picture — 3-year earnings projection
The Script
'Before we talk about the offer number, I want to understand the full picture of what you're currently earning and what you'd be giving up. Can you walk me through your CTC structure — fixed, variable as actually received, unvested ESOPs with approximate value, and any joining bonus you received? This will help me structure an offer that actually works for you.'
Common Mistakes
⚠️ Asking only for 'CTC' — the total is meaningless without the composition
⚠️ Ignoring unvested equity — this is the most common reason good candidates decline offers
⚠️ Presenting offers without a side-by-side comparison — candidates need to see the full picture
⚠️ Letting the client make the offer call without your input on structure — you have the market knowledge they don't
⭐ The SNH Way
SNH produces a compensation comparison document for every offer — current CTC vs. offer, broken down by component, with a 3-year projection at target performance. We present this to candidates before the formal offer to surface and resolve concerns.
The Framework
70-80% of senior candidates receive a counter-offer when they resign. Of those who accept, 80% leave within 18 months — but the damage is already done to your placement. Prevention is better than cure: surface counter-offer likelihood early, help candidates pre-commit to their decision, and prepare them for the conversation they'll have with their current employer.
The Steps
●Ask early: 'If your current employer made a significant offer to retain you, what would your response be?'
●Help the candidate articulate why they're leaving — the reasons must be about growth, not just compensation
●If the reason is only compensation, resolve it at the offer stage — don't leave the counter-offer as the reason to stay
●Before resignation: 'What do you expect your employer to say when you hand in your notice?'
●Coach the resignation conversation: professional, positive, firm — 'I'm grateful, this is my decision'
●After counter-offer: 'I want to be honest — if the reasons you decided to move are still valid, a counter-offer doesn't address them. What has actually changed?'
The Script
'I want to have a frank conversation about counter-offers before you get to resignation. Based on what I know of your situation, your employer will likely make an effort to retain you. I want you to have thought about your response before you're in that conversation. What would they need to offer for you to stay — and if they offer it, would the underlying reasons for leaving be resolved?'
Common Mistakes
⚠️ Not raising counter-offers until after resignation — by then it's a crisis, not a conversation
⚠️ Assuming that if the candidate 'really wants to leave' they won't be tempted — everyone is tempted
⚠️ Not helping candidates distinguish between a problem solved and a problem deferred
⚠️ Leaving the resignation conversation uncoached — how a senior candidate resigns determines the counter-offer response
⭐ The SNH Way
SNH has a counter-offer protocol: we discuss it at offer stage, before resignation, and after resignation (if counter is received). We never tell candidates what to do — we help them make a clear-headed decision by testing whether the counter-offer actually addresses the reasons they decided to move.
The Framework
The recruiter's unique position: you know what both sides want, what both sides will accept, and what the gap actually is. Use this information advantage constructively — bridge the gap by creative deal structuring, not by pressuring one side. The best deals are the ones where both sides feel they got what mattered most to them.
The Steps
●Understand each side's real priorities vs. stated positions — the candidate may care more about title than money
●Identify the negotiable and non-negotiable for each side before the offer is made
●Never negotiate blind — know the client's flexibility before presenting the offer
●If there's a gap, quantify it and propose solutions: joining bonus, accelerated review, equity, variable uplift
●Never reveal the client's full flexibility upfront — preserve room to move
●Close the loop immediately after offer acceptance — don't leave time for second thoughts
The Script
'The client's current offer is ₹X. I know your expectation is ₹Y. Before I go back to the client, help me understand: if they can get to [specific number or structure], is the answer a clear yes? Because I want to make one strong move, not a negotiation dance. What would make this a straightforward decision for you?'
Common Mistakes
⚠️ Acting as the candidate's agent — your fee depends on the deal, not on getting the candidate the best deal
⚠️ Revealing the client's full flexibility in the first counter — you've just narrowed your options
⚠️ Not asking for a yes/no at a specific number — open-ended negotiation goes on forever
⚠️ Letting negotiations drag over multiple rounds — more than two rounds signals the candidate isn't committed
⭐ The SNH Way
SNH's negotiation principle: one strong move from each side, facilitated by us. We never reveal one side's position to the other without permission. We aim for offer acceptance on the first counter in 80%+ of cases.
The Framework
Executive onboarding failures are more common than most recruiters admit. The most common causes: (1) The candidate wasn't adequately prepared for the culture, (2) The client didn't prepare the organisation for the new leader, (3) Expectations about early deliverables were misaligned, (4) The candidate was hired for a role that changed after they joined. SNH's role in onboarding: prepare the candidate, prepare the client, and check in at Day 30, 60, and 90.
The Steps
●Pre-joining: share everything you know about the organisation's culture, politics, and decision-making
●Week 1: check in with the candidate — how is the reality matching the expectation?
●Day 30: structured check-in with candidate AND client separately — surface any early misalignments
●Day 60: mid-point check — is the candidate on track? Is the client satisfied? Intervene early if needed
●Day 90: formal review — is the hire working? Document learnings for future searches
●Post 90 days: maintain regular contact — a thriving placed candidate is your best advertisement
The Script
Day-30 candidate check-in: 'I want to check in now that you've had your first month. What's matched your expectations — and what's been different from what you anticipated? I'm asking because early feedback helps us both — and if there's anything I can help with, I want to know now, not in month 3.'
Common Mistakes
⚠️ Disappearing after placement — the relationship with client and candidate is your most valuable asset
⚠️ Not checking in at Day 30 — the first month is when misalignments crystallise
⚠️ Being surprised by a Day-60 problem that was visible at Day 30 — intervene early
⚠️ Not preparing the candidate for political/cultural realities you know about — you have information they need
⭐ The SNH Way
SNH has a formal onboarding support protocol: pre-joining briefing, Day 30/60/90 check-ins with both candidate and client, and a 6-month relationship review. Our replacement guarantee is 6 months — our goal is to never need to use it.
The Framework
Trusted advisor status is built over time through: (1) Consistently delivering on what you say you will do, (2) Sharing market intelligence even when you have no active mandate, (3) Being honest when a search isn't going well, (4) Introducing your clients to people they need to know — not just candidates, (5) Remembering what matters to them and following up. The trusted advisor gets the exclusive retained mandate without a pitch; the vendor competes every time.
The Steps
●Send market intelligence updates to key clients quarterly — relevant research, talent movement, compensation data
●Introduce clients to potential hires, advisors, or business contacts proactively — not just when you have a mandate
●When a search isn't working, say so — and propose solutions
●Respond to calls and messages from key clients within 2 hours — always
●When you're not the right firm for a mandate, say so and recommend someone better — the long-term relationship is worth more
●Remember what matters to each client: their business priorities, their team challenges, their personal career context
The Script
'I wanted to share something that crossed my mind when I was working on another search — there's been significant movement in the [function] talent pool in [sector] recently. [Specific intelligence]. I thought it might be relevant given your plans for [their stated priority]. Happy to do a 20-minute call if useful.'
Common Mistakes
⚠️ Only calling when you have a pitch — clients notice when every call comes with an agenda
⚠️ Treating satisfied clients as accounts rather than relationships — complacency loses long-term clients
⚠️ Not introducing clients to your network proactively — the most trusted advisors give before they ask
⚠️ Disappearing after a successful placement — the post-placement relationship is when trust is cemented
⭐ The SNH Way
SNH's goal is to be the first call our clients make when they have a people problem — not just a hiring problem. We track 'relationship depth' for our top 20 clients and measure the % of mandates we receive before they go to market. Our benchmark: 60%+ of top client mandates are exclusive, unsolicited calls.
The Mindset
How the Best Executive Recruiters Think
Retained vs contingency. The philosophy that makes the difference between a vendor and a trusted advisor.
Retained vs Contingency — The Fundamental Distinction
How you're engaged determines how you work. SNH operates as a retained executive search firm. Understanding the difference — and being able to articulate it — is essential.
🆕 Contingency Search
Fee structureSuccess-only — paid only when candidate joins
ExclusivityUsually non-exclusive — competing with other firms
Client commitmentLow — no upfront skin in the game
Recruiter behaviourSpeed over depth — submit fast to be first
Candidate qualityActive candidates + database — not passive market
Best forMid-level roles, high-volume, well-defined briefs
ExclusivityAlways exclusive — one firm, full commitment
Client commitmentHigh — financial and process commitment
Recruiter behaviourDepth over speed — research, assess, advise
Candidate qualityPassive market — people who don't respond to job ads
Best forSenior/executive roles, confidential searches, hard-to-find profiles
The Executive Recruiter's Mindset
The shift from recruiter to trusted advisor is a mindset shift, not just a skill shift. Here's what that means in practice.
Think like a consultant, act like a partner
Your job is not to fill a role — it's to help the client make the best people decision they can. Sometimes that means pushing back on the brief, recommending against a candidate they love, or telling them the market doesn't support their budget.
Your reputation is your business
Executive search is a small world. Every candidate you treat poorly, every client expectation you miss, and every placement that fails within 6 months is a reputation event. Build for the long term.
Discomfort is the job
The moments that define an executive recruiter: telling a client their brief is unrealistic, telling a candidate they didn't get the role, surfacing a red flag the client doesn't want to hear, and renegotiating a search that isn't working. None of these are comfortable. All of them are essential.
Speed is not the metric
The fastest searches are rarely the best. Executive search done well takes time — market mapping, calibration, assessment, multi-stakeholder alignment. The client who pressures you to go faster is often the client who fires the wrong person in 6 months and then asks you to do it again.
The SNH Way — What We Stand For
These are the principles that guide every search SNH runs. Know them, internalise them, apply them.
Honesty over comfort
We tell clients what they need to hear, not what they want to hear. We surface candidate concerns, market realities, and process failures — proactively.
Quality over volume
SNH submits 3-5 exceptional candidates, not 15 adequate ones. We will not submit a candidate we are not prepared to advocate for.
Long-term over transactional
Every interaction — with clients and candidates — is an investment in a long-term relationship. We measure success in decades, not placements.
Market knowledge as value
Our competitive advantage is what we know about the market — who's good, who's available, what they want, and what they'll accept. We invest in building this knowledge continuously.
Process discipline
Great outcomes in executive search come from great processes. We follow our intake, calibration, assessment, and close protocols on every search — not just the ones we feel like it on.
Candidate dignity
Every candidate who enters an SNH process deserves timely communication, honest feedback, and respect. How we treat candidates who don't get the job matters as much as how we treat those who do.
Search Lifecycle
The 8-Stage SNH Search Process
What happens at each stage, who owns it, and how to rescue a search that's going off-track.
The SNH Executive Search Lifecycle
A retained executive search has eight stages. Each stage has an owner, a deliverable, and a success criterion. Skipping stages creates problems downstream.
1
Qualification & Engagement
Confirm budget, decision-maker, exclusivity. Sign engagement letter + retainer.
Days 1-3
2
Brief & Success Profile
Run structured intake, design success profile, map stakeholders. Share written brief with client.
Days 3-7
3
Market Mapping & Research
Build target universe (companies + names). Share with client before outreach begins.
Days 7-14
4
Outreach & Sourcing
Approach target list. Referral conversations. Weekly progress reports to client.
Days 14-35
5
Assessment & Calibration
Structured interviews, competency assessment. Early calibration submission (3 profiles) to align client.
Days 21-45
6
Shortlist Presentation
Present 3-5 qualified candidates with full dossiers. Run structured client interviews.
Pre-joining briefing. Day 30/60/90 check-ins with candidate and client.
Days 70-160
When Searches Go Wrong — and How to Rescue Them
Problem: No responses from the target list
Cause: Brief is wrong (scope/comp not compelling), universe is wrong (targeting the wrong people), or approach messages aren't landing.
Fix: Recalibrate with client on what's compelling about the role. Review message quality. Expand or shift the target universe.
Problem: Good candidates, client keeps rejecting
Cause: Brief is unclear or hidden requirements exist. Client isn't aligned internally.
Fix: Force a calibration conversation with every rejection. Ask 'What specifically didn't land?' Map the pattern across rejections.
Problem: Great shortlist, process stalls
Cause: Stakeholder misalignment, internal process issues, or a competing candidate from another source.
Fix: Escalate to the decision-maker directly. Name the stall — 'I've noticed the process has slowed — what's happening on your end?' Silence enables drift.
Problem: Offer declined
Cause: Counter-offer, change of heart, competing offer, or the candidate was never fully committed.
Fix: Understand the real reason. Counter-offers are preventable. Change of heart is data — what did you miss in assessment? Competing offer reveals market rate misalignment.
Client Archetypes
Working with Every Type of Client
Recognise the archetype early. Build credibility in the first 14 days. Never let a client relationship drift.
Client Archetypes — How to Work with Each
Every client is different. Recognising the archetype early saves you from managing the wrong relationship.
🌟 The Ideal Partner
Signs: Responds promptly, gives specific feedback, trusts your process, is honest about internal politics, has budget approved and decision-making authority.
How to work with them: Be direct, move fast, share your honest assessment. They can handle it and will respect you more for it. Invest deeply in this relationship.
⚡ The Impatient Founder
Signs: Wants candidates in week 1, changes the brief mid-search, says 'just send me anyone good', frustrated by process.
How to work with them: Anchor them to the success profile early. Use data to explain timelines. Give them early wins (calibration submissions) to buy process time. Manage up — don't just do what they ask.
📋 The Committee Client
Signs: Multiple stakeholders with different views, long decision cycles, 'we need to discuss internally' after every presentation.
How to work with them: Run a stakeholder alignment meeting upfront. Define the decision process before it's needed. Identify the tiebreaker. Accept that these searches take longer and price them accordingly.
🔒 The Brief-Changer
Signs: Keeps adding requirements mid-search, rejects strong candidates for new reasons not in the original brief, 'I know it when I see it' mentality.
How to work with them: Document every brief change in writing. Use calibration to surface hidden requirements early. At some point, name the problem: 'We've changed the brief three times — I want to make sure we're aligned on what we're actually looking for.'
💰 The Budget-Tight Client
Signs: Budget is below market, candidate keeps getting rejected for comp, 'we can't go higher', keeps hoping the next candidate will take less.
How to work with them: Show market data early and often. Give them a choice: adjust budget, adjust brief, or extend timeline. Don't let them waste your time on candidates who'll never accept the offer.
🚫 The Disengaged SPOC
Signs: Long response times, doesn't brief you well, delegates all feedback to HR without their own view, doesn't show up to calibration calls.
How to work with them: Escalate to the hiring manager / CEO if the SPOC doesn't have decision authority. Name the disengagement professionally: 'I want to make sure I have what I need to deliver — can we get [specific thing] by [date]?'
Building Credibility Fast — The First 2 Weeks of Any New Client
First impressions in client relationships are made in the first 14 days. Here's what to do and not do.
✓ Do This
Send a written brief summaryShows you listened and creates alignment
Share the market mapProves you've done research before calling anyone
Deliver an early calibration3 profiles in week 2 — even if they're 'not quite right'. Forces real feedback.
Send weekly updatesEven if there's nothing new — 'no news, here's why' builds trust
Push back onceEarly pushback (done respectfully) establishes that you're an advisor, not an order-taker
✕ Don't Do This
Submit a candidate without a thesisLooks like you're mass-mailing CVs
Go silent for more than 3 daysClients assume nothing is happening
Over-promise on timelineUnder-delivering on week 2 sets a bad precedent
Accept everything uncriticallyAgreeing with everything makes you a vendor, not a partner
Skip the written briefVerbal alignment disappears when the search gets hard
Fee & Engagement
SNH Fee Structure & Engagement Models
How we price, how we negotiate, and what every engagement letter must cover.
SNH Fee Structure & Engagement Models
🌟 Retained Executive Search
Fee25-35% of first year CTC (fixed + guaranteed variable)
Structure1/3 on signing + 1/3 on shortlist + 1/3 on acceptance
When to useVP+ searches, confidential mandates, hard-to-find profiles
🆕 Contingency / Success Fee
Fee15-20% of first year CTC
Structure100% on joining — no upfront
ExclusivityPreferred exclusivity or exclusive window (30-60 days)
Guarantee3-month replacement (SNH standard)
When to useManager to Director level, well-defined roles, volume mandates
Negotiating & Defending Your Fee
When a client asks for a fee discount
"Our fee reflects the time and expertise we invest in delivering excellent outcomes at the senior level. We're happy to discuss our engagement structure — but we'd rather invest in doing this search exceptionally than discount and do it adequately. What specific concern are you trying to address with a lower fee?"
When a client says 'another firm is cheaper'
"That's a real consideration. I'd ask you to also consider what a mis-hire at this level costs you — in rework, cultural disruption, and lost time. Our model is designed to minimise that risk. Would you like to see our placement quality track record for similar roles before deciding?"
When a client asks for a lower rate for exclusivity
"Exclusivity is already our standard model for retained search — it's not a pricing lever. What I can offer in exchange for long-term exclusivity across multiple mandates is a preferred-partner rate. That's a volume conversation, not a per-search one."
When a client wants to split across firms
"I want to be honest: split searches rarely produce the best outcomes at the senior level. When two firms are working the same brief, neither invests fully, and candidates get approached by both — which damages the employer brand. I'd rather explain why we're the right choice than compete on price."
Engagement Letters — What Must Be In Every One
Role definition
Title, reporting line, location, approximate CTC range. Specific enough to define scope; flexible enough to accommodate market realities.
Fee structure
Percentage of CTC, payment milestone schedule, what CTC components are included in the fee calculation.
Exclusivity terms
Duration of exclusive period, definition of exclusivity (what counts as a candidate introduced by SNH), what happens if exclusivity is broken.
Off-limits clause
Which companies SNH will not approach candidates from (usually the client's direct competitors and subsidiaries). Must be agreed upfront.
Guarantee terms
Replacement period (3 or 6 months), conditions for guarantee activation, what constitutes termination vs. voluntary departure.
Candidate ownership
If a candidate introduced by SNH is hired for a different role within 12 months, the fee clause applies. This prevents candidates being 'back-doored'.
Scenario Drills
The Moments That Define Your Reputation
Six defining scenarios — with the right response. Plus the SNH recruiter self-assessment.
Scenario Drills — The Moments That Define Your Reputation
These are the situations that separate average recruiters from exceptional ones. Practise your response before you're in the room.
Drill 1: The Unrealistic Brief
Client wants a VP Sales with 15 years of FMCG experience who has led a ₹1,000Cr+ P&L AND built a digital D2C channel from scratch AND speaks three languages. Budget: ₹55L.
Your move: "I want to be direct with you — the profile you've described at that budget exists in maybe 3-5 people in India, and they're not in market. Let me show you what ₹55L buys versus ₹80L. I'd rather recalibrate now than start a search that can't succeed."
Drill 2: The Client Who Wants Your Research
Early-stage startup asks for a 'market map' as the first deliverable — names, companies, LinkedIn profiles. After you deliver it, they say 'thanks, we'll manage the outreach ourselves.'
Your move: This is the oldest trick. Market maps are a retained deliverable — not a free service. In future: share market map only after retainer payment, and share it as companies-only (not names) until the search is active. In this case: 'Our research is proprietary to retained engagements. I'm happy to discuss a retained engagement if you'd like to continue.'
Drill 3: The Counter-Offer That Worked
Candidate you've spent 8 weeks with just called — they've accepted a counter-offer from their current employer. It was 40% higher than your client's offer.
Your move: First, stay professional. Second, understand: did you miss a signal? Was the candidate ever truly committed? Third: 'I understand — I respect your decision. Can I ask, is this about the number, or is there something about the new role that wasn't compelling?' This data helps you and may reveal a fixable gap. Fourth: go back to the pipeline immediately — don't wait.
Drill 4: The Client Who Rejects Everyone
You've submitted 9 candidates across 3 rounds. The client has rejected all 9. Feedback is always vague: 'not quite the right fit', 'missing something', 'we'll know it when we see it.'
Your move: Stop the search. Call the hiring manager directly: "I've submitted 9 candidates and none have landed. I don't believe the issue is the candidates — I think we have an alignment problem in the brief or the process. Before I continue, I need us to have a specific conversation about what we're really looking for. Can we do that tomorrow?"
Drill 5: The Red Flag in the Reference
Your strongest candidate is the finalist. During a backdoor reference, a former colleague says: "She was brilliant but left a trail of damaged relationships with peers — it was a real culture issue." The client is excited.
Your move: This is your defining moment. Share the reference finding with the client — exactly, without editorialising: "I want to share something from the reference process that I think you need to hear before making a final decision." Then give them the data and let them decide. Do not hide it. Your job is not to place candidates — it's to help clients make great decisions.
Drill 6: The Client Who Wants to Bypass You
Three weeks into a retained search, the client calls to say they've met someone through their own network and want to hire them directly. 'We'll still pay you — but a reduced fee since you didn't find them.'
Your move: Check your engagement letter. If it has a 'candidate ownership' clause (it should), this is a straightforward conversation: "Our engagement letter covers any hire made for this role during the exclusive period, regardless of source. The fee applies — this protects the integrity of retained search." If the letter doesn't have this clause: negotiate, but remember for the next engagement.
The SNH Recruiter's Self-Assessment
Use this quarterly to identify where you're strong and where to develop.
Mandate Foundation
✅ Do I qualify every mandate before committing? ✅ Do I write success profiles, not just capture JDs? ✅ Do I map stakeholders before presenting candidates? ✅ Do I have signed engagement letters before starting work?
Search & Research
✅ Do I build a target universe before outreach? ✅ Do I generate 20+ referral conversations per search? ✅ Are my outreach messages personalised? ✅ Do I have a Boolean library for key roles?
Assessment
✅ Do I use a structured interview guide? ✅ Do I score candidates against the success profile? ✅ Do I run backdoor references? ✅ Do I surface red flags in my submissions?
Process Management
✅ Do I send weekly updates without being chased? ✅ Do I write submissions with a thesis? ✅ Do I close the loop with every candidate? ✅ Do I handle objections with data, not opinions?
Close
✅ Do I break down CTC component by component? ✅ Do I discuss counter-offers before resignation? ✅ Do I check in at Day 30/60/90 after placement? ✅ Do I treat declined candidates as future referral sources?
Trusted Advisor
✅ Do my top clients call me without an active mandate? ✅ Do I share market intelligence proactively? ✅ Do I push back when the client is wrong? ✅ Do I measure relationship depth, not just billings?