Wallace Hind successfully recruited three Area Sales Managers for a long-established equipment manufacturer through a combined advertising, market mapping and headhunting campaign.
The Problem
The roles covered different territories across the South of the UK, but the Regional Manager responsible for the process was already stretched and under significant pressure. Although the bonus scheme was exceptional, the base salary made it difficult to attract candidates of the right calibre. There was also a firmly held assumption that the strongest people would be found within direct competitors. The client needed a credible view of the market, a broader route to talent and a process that made efficient use of limited management time.
The Solution / What We Did
Wallace Hind began with salary mapping and competitor research. This showed that recruiting directly from competitors was unlikely to be the most viable route: base salaries were higher, many potential candidates had been with their employers for more than 10 years, and there was a wider pool of people with relevant transferable skills. We agreed a dual approach, combining a high-reach advertising campaign with targeted headhunting and market mapping across core competitors. The shortlist and interviews were then structured around the Regional Manager’s availability.
The Result
- A wide and well-tested talent pool. The campaign generated more than 500 applications, supported by a 27-person targeted headhunt.
- A manageable first-stage process. Following presentation of the Top 10, each territory had five first-stage interview candidates: 15 interviews in total, comprising 10 advertising responses and five headhunted candidates. The meetings were staggered across three weeks to protect the Regional Manager’s time.
- Six finalists across three locations. Two candidates per location were invited to Head Office for tours and final meetings. None of the headhunted candidates progressed to this stage.
- Three offers, all accepted. One successful candidate had been made redundant; the other two resigned from their existing roles and joined the business. From sign-off to the final person starting, the project took 18 weeks, including one longer notice period.