When the classic search doesn't work
Most executive search projects are built around a clear logic: there is a market, there is a pool of candidates, there are criteria — the task boils down to precise matching. But there are markets and tasks where this model does not work. Uzbekistan is just such a case.
This is a market with a limited number of high-level managers, low transparency of career paths, pronounced cultural and behavioral characteristics, as well as a high role of subjective perception of the candidate. This is one of those cases where it is important not just to "find a candidate", but to deeply understand the market and be able to work with its limitations.v
The client, a bank in Uzbekistan, has set the task of finding a candidate for a senior/C—level position.
Key parameters:
industry: banking sector
level: senior/C-level
final approval: through the Supervisory Board
geography: local market of Uzbekistan
- mandatory banking experience
- experience in the integration business is desirable
- meeting expectations in terms of maturity and managerial "weight"
The combination of these factors sharply narrowed the already limited market.
1. A limited supply market
There are few C-level candidates in the local market as a whole, and only a few candidates with strong banking experience. There are practically no candidates with the right combination of expertise. That is, in fact, the search was conducted in conditions of a structural shortage of talent.
2. Non-obvious selection criteria
Unlike in many international markets, not only experience, results, and managerial competencies are important here, but also:
- the candidate's age
- appearance, weight, and presentability
- meeting the expectations of the supervisory board
For example, even a candidate aged 37-39 with relevant experience could be perceived as insufficiently mature.
3. Low transparency of the experience
Another feature of the market is the tendency of candidates to embellish their experience, overestimate positions and areas of responsibility. This directly affected the quality of the voronics and required additional verification, deeper evaluation, and careful work with recommendations.
4. Complex approval system
The hiring process included:
- passing through the supervisory board
- several stages of internal approvals
- iteration of negotiations on terms
This increased the duration of the recruitment project, as well as the risk of failures in the final stages and the requirements for managing candidate expectations.
In this project, the key success factor was not just working with candidates, but deeply adapting the search strategy to the specifics of the market.
We focused on:
1. Expanding the funnel beyond the obvious market
We searched not only in banks, but also among candidates with relevant related experience (including the integration business).
2. Enhanced candidate validation
Each candidate underwent additional verification of their actual experience, level of responsibility, and compliance with their stated achievements.
3. Managing the candidate's perception
We took into account not only the professional characteristics, but also the candidate's positioning, as well as his presentation to the client and meeting the expectations of the supervisory board.
4. Support at all stages of approval
A separate focus is working with the candidate's expectations, negotiating the offer, and going through the final stages.
Selection funnel
Total number of candidates considered: 56
Reached the final (Supervisory Board): 5 candidates
The result: 1 candidate — offer and exit
This conversion reflects the real complexity of the market and the targeted nature of the search.
As a result, a candidate was selected:
- he has experience in the banking sector
- has additional experience in the integration business
- meets expectations in terms of maturity
- convincingly passes all stages of approval
- The candidate is approved by the client
- The terms of the offer have been confirmed
- Release date: late March — early April
- The project has been successfully brought to closure
This project is an illustration of how executive search works in an environment where:
- the market is objectively limited
- standard evaluation criteria do not fully work
- cultural and behavioral factors are of great importance
- the final decision is made at the supervisory board level.
It is in such situations that the depth of the consultant's expertise, the ability to adapt the strategy, and accurate work with each candidate are critical.
