What CEOs & MDs Look For When Hiring

How to get your foot in the door, according to industry leaders.

The job market has seen its fair share of fluctuations, particularly in recent years. A total pause on recruitment to a sudden acceleration in roles; investment in new positions to investment in automation; predicting the next shift can feel akin to predicting the winners of the Super Bowl.

For professionals looking to take the next step in their career, therein lies the challenge. Finding the right next role means reviewing the position and brand, the opportunities and development it will present, the culture and market reputation, location and remuneration, and so on. Not a quick, simple task. And with more generations in the workplace than ever before, competition is high.

So, we went to the very top and asked CEOs and MDs the all-important question: what do you look for when hiring? And importantly, how can talent demonstrate the most in-demand skills and qualities in today’s landscape?

Traditional vs. ‘Soft’ Skills

Ultimately, traditional or ‘hard’ skills are still in demand. Digital, media relations, strategy, data science; all of these will likely be hugely popular for years to come. But the overall consensus is that leaders want professionals to think holistically about the circumstances presented to them, and advise beyond the situation at hand.

“Being a consultant and adviser requires the ability to build trust and relationships. I want to know candidates can relate to people, build relationships and have the sensibility to talk to anyone and everyone.” – Ben Copithorne, MD, Camargue

There are a few reasons behind this change. Evolving client needs and market demands, most notably, not to mention globalisation making cross-regional working more integral than ever before. And soft skills are helping candidates differentiate themselves. 

But that’s not to say that ‘hard’ skills should be ignored, particularly in a competitive market. New technology, new algorithms, and new regulations are constantly emerging, and it’s critical that professionals keep up to date to maintain relevance.

Takeaway: demonstrating soft skills is often one of the more challenging aspects of interviews, so it’s important to have key examples at the ready. Resilience, analysis and problem-solving, and cultural awareness are valuable ways to create connection between the role, and your way of thinking.

Specialisation vs. Generalisation

Simply put, there’s no right or wrong answer. Often, whether a business looks to hire a specialist or generalist depends on the company’s needs and objectives at that time, and how a brand can meet those alongside market trends. But with more pressures and demands, investment into specific skills can mean an investment in value.

“We’re now looking more for people with specialisms. It’ll still be that they work in PR in general, but they could be a specialist in strategy or creative ideas, or be a publicist – we look for more of that kind of deep expertise, and I think agencies are a lot more confident about building teams of specialists.” – Sharon Bange, Joint MD, Kindred

Defining the difference is forever evolving. A decade ago, social media strategy and management may have been seen as a true specialisation. Now, it’s more commonly an expectation within wider comms roles. 

“Whether they need to drive sales or improve their reputation or address a regulatory problem, leaders come to us when there is something they need to fix in their organisation, so we want born problem solvers.” – Tom Short, MD UK, APCO

More recently, brands are interested in AI-specific roles – whether that’s to support brands with integrating AI technology, or to help establish safeguarding measures. Within the next few years? This could well be a given in most policy- or operations-based roles.

Takeaway: there are no hard and fast rules, but defining yourself as a specialist or a generalist could have an impact on your opportunities. Younger professionals may find it more beneficial to ‘generalise’ and gain ample experience – rather than reduce their opportunities too early on in their career.

Personality in Hiring

How important is personality in the hiring process? Very.

If one thing’s clear, personality is an imperative. Not only can it indicate how you’ll deal with situations, but the ways you’ll build out team and company culture. And there’s no one single ‘type’ of person CEOs and MDs are looking to add to their team.

“You can’t have a whole business full of ambitious, entrepreneurial, commercial people because you need other people to balance it out. You need people who are reliable and responsible and just get stuff done.” – Phil Caplin, Founder, Broadcast Revolution

Energy and enthusiasm are some of the most sought-after qualities talent can exhibit, particularly in relation to wider contexts. Whether that’s to global affairs, career pursuits, the specific company or all of the above.

Having an open and relatable presence can break down formalities to help build a connection, and tangible examples of your work can provide insights into your creativity as much as your competency.

“I’ve had people in the past come in for an interview and bring a portfolio of cuttings they generated – that was really impressive. I mean, it’s quite old school, but to have a physical book of cuttings really showed that they have the skills to come up with creative ideas.” – Jon Atkins, MD of Four Communications

Takeaway: attitude is just as important as aptitude, so demonstrating you’re invested in the company, role and industry is key. Connecting with your interviewer can be a make or break, so relay your curiosity and enthusiasm as early as the first call or message.

One last word…

Standing out from the crowd may sound intimidating, but in reality, it’s often the simpler acts that make candidates stick in the minds of hiring managers.

At the end of the day, both employers and prospective employees want to pique one another’s interest, and present the very best of themselves and their brand. For candidates, that means setting the tone of who you are and what you can bring to the table – for the business, clients, teams and culture.  Demonstrating how you can develop their offerings in each of these key pillars is an excellent way to ignite a productive and aligned conversation between you and the hiring manager.

And to break down another misnomer: you don’t necessarily need to fit every single criteria listed on the job description. Aim for 70-80% minimum, present the best picture of that, and rely on your instinct to determine if it’s a good match – on both sides.

At Hanson Search, we help quality, skilled talent find their next step up the ladder. If you’re currently looking for your next opportunity, speak to one of our consultants today to start your journey.