This first step is crucial to success. This is where the basis for the whole process is formed. We divide the analysis into the following themes:

The organization: history, business strategies, internal dynamics, organizational charts (Current and Future), tactical considerations, culture, diversity, etc.

The role: tasks in the role, responsibilities, interfaces (internally and externally), KPIs, goals with the role, organizational reporting lines, etc.

The candidate: requirements for competencies, personality, work experience, soft values etc.

On the basis of the analysis, we prepare a document that is approved by the client. This document is also used to present the role to the candidates found throughout the process. In some cases, we also prepare an advertisement, which is also marketed on selected job sites after approval. The description can in some cases extend over many pages and for example contain organizational charts and detailed task descriptions - often we also want a motivating part that is about showing the future potential of a role.

The first part of this step consists of establishing a target list - which in our terminology is a list of hunting grounds - i.e. places and organisations where potential candidates could work today. Then we go through the target organisation to find the people we want to reach. We regularly add all candidates to a list - which in industry terminology is called a longlist.

On the basis of the long list, we start to contact candidates and eliminate those who do not match and make sure that those who match get the opportunity to enter into a deeper dialogue with us if they wish. There is often a lot of nudging associated with this part and we keep the candidates in the race as long as necessary and there is a match. It is also in this part of the process that the candidates are given the role / position description.

In this step, we establish a shortlist - i.e. a list of the candidates who move on from the longlist. In some cases, we meet with our customer and go through the longlist together. The screening is based on everything we talked about in the analysis step. Here we have a dialogue about which candidates match the position best.

We regularly interview candidates in a structured model. We use the latest knowledge in the field of interviews to help us gain insight into the individual candidate. We naturally look at both hard and soft competencies. All material from interviews plus obtained CV and possibly. application / motivation is sent to our customer on an ongoing basis. It is also in this phase that we clarify the candidates' salary expectations.

The presentation phase often consists of interviews at the customer's location. This can take place as a single process with several candidates on the same day or continuously as the candidates come in and get ready for this phase. We participate physically to the extent that it makes sense for the process.

We agree at the beginning of the process whether this step should come before or after the presentation. We test with the tools that we think will best showcase the candidate's fit for the position. In many cases, we perform both a personality test and a cognitive test. We have a large test catalogue available. In some cases our customers want to do the testing themselves and in those cases we skip this part of the process. It is also at this point that we take references on the final candidates. Reference-taking is an art in itself and we agree at the beginning of the process whether to take 1-2 or more references.

We are now at the part where the ends are about to meet. Often the formal things about salary level and the overall package are in place, but it is often also here that further dialogue can arise. Candidates might become aware of the complexity of the role and demand more benefits or the customer has found out that there are other candidates who also match but who are not as expensive. Like any other negotiation, this must be done in a way that all parties are satisfied and we often advise in this phase.

It is always our customers who handle the actual onboarding, but we follow it closely. In addition, we talk to the employed candidate several times after he or she has started - typically at the 1-month limit and again after 2-3 months. As we give Denmark's longest guarantee of 2 1/2 years, we are very aware of the mutual expectation reconciliation. The new employee often has a few things that you will be able to fix to make everyday life more efficient for them and you, and it's often something that can be easily be adjusted. We coach on both sides and thereby help to ensure that the employment lasts as long as possible.

We have experience headhunting candidates for financial companies, private equity funds, family funds, insurance companies, auditing and legal organisations.