However, on balance his discussion was pertinent and raised a number of valid points. Retainers are frequently viewed with suspicion by recruitment/HR managers and in some respects it is easy to see why.

Whether there is an unhealthy obsession or not, retainers have been oversold over the years and non-delivery on the assignment results in serious negatives for both parties; the client has no result and the recruiter loses its reputation and, as Kevin highlights, its future revenue stream. Obviously, there may be occasions when recruiters fail on an assignment for reasons beyond their control but more often than not, non-delivery can be laid fairly and squarely at the door of the recruiter.

Retainers for executive recruitment are, however, necessary in my view because there is a large amount of work involved in managing a search assignment at the VP, CIO, MD level: not only in the up-front work including the job definition and person specification but also ensuring that the proposition is taken to market in the best way possible, the best candidates are identified and contacted, and the shortlist of candidates are all relevant and interested.

The work involved in an executive cross-border search, for example, can be incredibly time consuming from both research and market intelligence perspectives and if the recruiter is doing their job properly, he or she will understand all of the hygiene factors surrounding the appointment. And when I say that, I mean all of the issues and factors that are not listed in the briefing document, job definition and person specification. And surprisingly at senior level, there are quite a few!
Coaching clients is also another subject. In my experience, some clients have not been trained to interview and while I hear Kevin’s assertion that most corporate recruiters are now ’professional’, I can assure him that there are many who are not and who need support from experienced recruiters.

I have had personal experience of FTSE 100 directors unable to interview and also HR business managers who tell you you’re working on an exclusive basis but when you go to the target audience you soon find out there are a number of recruiters working on this ’exclusive’ basis. I do agree, though, if you are genuinely working exclusively, it definitely works with certain requirements. If the recruiter is honest, and experienced enough to advise correctly, he or she will know whether the recruitment assignment should be retained or not. I have had consultants working for me who have sold retainers when they patently should not have, with the predictable outcome.

The retainer issue is often discussed and the reality ought to be that there are clearly times when retained projects are the best way to find the right person for the job. The skill, from the recruiter perspective, is knowing when to sell and when not to sell. And that is the problem!
Howard Bird