1. 1 Presentation by: Tom Gausvik, Associate Vice President for Human Resources Frank DiGiacomo, Senior Managing Director, UGA Search Group University of Georgia

2.   “In the U.S. the demand for externally sourced talent is increasing while traditional means of acquiring such talent—primarily executive search firms—are becoming less favorable options.”  Corporate Leadership Council 2 Trends

3.   Difficulties in partnering with external search firms  30 to 60 percent failure rate  Dispersion of resources over client base  Duration of searches often longer than 6 months  Lack time and incentive to immerse themselves in interests of UGA  Lack understanding of UGA culture and source unsuitable candidates 3 Past UGA experiences with external searches

4.   Improve the quality of externally sourced candidates  Reduce spending in searches  Improve efficiency in sourcing quality candidates  Intended to enhance performance outcomes, retention of externally hired candidates through our superior understanding of our culture, and job requirements. 4 Reasons UGA Implemented Internal Executive Search Capability

5.   Dedicated attention to internal constituency removes conflict of interest and responsiveness to problems common to external search firms; internal unit knows UGA needs intimately, unfettered by “off-limits” agreements or need to spread best candidates across multitude of client relationships  Specialization in executive-level and key faculty talent, focus on individuals not currently seeking jobs distinguish our internal search group from methodology of other university/employer recruiting functions in general  UGA’s internal executive search group has vested interest in any new executive or key academic leader or faculty member they help to hire; likelihood executives will (or will not) become future clients increases accountability 5 Key Differentiating Features of the UGA Executive & Faculty Search Group

6.   Unit Organization: EFSG located within UHR, reporting to Associate Vice President for Human Resources  Unit Mission: EFSG focuses on vacancies in top 5% of UGA management, including vice presidents, their top reports; target population includes executives and academic leaders at peer and aspirational institutions, organizations with complementary core competencies  Search Processes: EFSG typically takes 100 days to complete search; major process steps include search specifications, target identification and research, candidate assessment and presentation, client interviews, offer negotiation and closing 6 Internal Executive Search Group’s Practice Elements

7. Organization Structure 7 Senior Director, University Search Group Sr. Executive Recruiter USG Operations Manager EFSG Coordinator Assoc VP/HR

8.  8 Pros and Cons to Internal Search Pros:  Proximity to Client & Search Chair  Knowledge of University culture  Dedicated resource to UGA  Cost effectiveness  Relationship building for HR Cons:  Abbreviated prep time  New staff  New process  Limited resources

9.  9 Advantages of Internal Executive Recruiters Candidate Sourcing Advertising/Marketing Candidate Screening Client & Chair Contact Reference & Background Checking Recruiting Events Reporting/ Metrics

10.   Understanding parameters of search  Staying abreast of trends and sources  Knowledgeable of candidate pools  Communicating w/ client & chair  Maintain top talent lists  Track and/or monitor search process  Keep candidates informed at various stages of the process  Knowledge of talent pools 10 Internal Accountability

11.   Cold sourcing of top talent “not-in-play” at peer & aspirational institutions  Advertise (print and internet)  HigherEdjobs.com; Chronicle of Higher Ed; Diverse; Hispanic Outlook; Women in Higher Education; HRweb  Identify former leaders & top faculty who may qualify  Initiate direct mail & e-mail campaign 11 Search Strategies

12.   Source subject matter experts  Utilize key professional associations  Identify and participate in related events  Liaison with Alumni Career Services  Liaison with Development Office 12 Search Strategies

13.  Internal Process 13 Aggressive 100-Day Search Timeline Search Specification and Strategy Development Candidate Identification and Assessment Evaluation and Search Status Search Committee Interviews and Follow- up Final Interviews and Hiring Initial Search Meeting Weeks 2 - 8Week 1Weeks 9 - 11 Weeks 12 -14

14.   Overview of position duties, responsibilities, expectations, salary range, benefits and perks  Discussion with client, stakeholders, search chair  What must the ultimate/successful candidate possess?  Identify core competencies  Outline process and timeline for search  Identify role of the internal executive recruiter  # of candidates deemed sufficient  Pre-screening; video/teleconferencing  Feedback mechanism to client & search chair 14 Internal Requirements

15.   Resources  Access to appropriate senior decision makers  Search committee availability  Staffing  Budget/Financial  How will we handle the additional costs associated with search?  Advertising  Travel, Lodging, Meals for Candidates  Telephone Calls (800 # & Long Distance) 15 Questions & Issues for Search