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The way you dress, the way you act, even the way you greet a headhunter on a first meeting are as important as any job interview.

“I’m going to be on vacation when I meet you,” said the candidate, “so I’ll be dressed informally, I won’t be wearing a suit.” “I’m not going to be on vacation,” replied the head-hunter, “and neither is my client.”

On the other hand, a successful stockbroker in his early thirties visited a search firm in a torn sweater, wrinkled denim slacks, and moccasins. “I’m taking the day off,” he said. “After I finish talking to you, I’m going sailing.” This independent soul was testing the headhunter and through him, a prospective employer-broadcasting his unwillingness to white-collar it and play the game, sufficiently satisfied with his job and ambivalent about looking for a new one. He was not introduced to the recruiter’s client for the obvious reasons, although because of his business success, he could have been considered, very selectively, for a different client.

Despite the absence of a suit or even a sports jacket, a computer specialist wearing a shirt, a thin black leather tie and casual slacks was referred to a client. The man was gifted in data processing and management information systems and held a PhD in the field from a top school. He also had a fine technical record with his present employer. The headhunter’s client badly needed, and was having difficulty recruiting, someone with this man’s skills. And the referral was made although the candidate was unwilling to comply with the consultant’s suggestion that he wear a suit to his first meeting with the client, a meeting with two group vice presidents. “I’ll take it under advisement,” he said. Both the headhunter and the client, as it turned out, were willing to take a gamble, in this newer field, on an executive with a nonconformist style.

The vice president, director of marketing for a billion dollar company, headquartered in a suburban city, flew into New York to meet with a headhunter whose client was pin-striped and buttoned-down. Tall, handsome, athletic-looking, affable, articulate, he had style, but he wore a just barely acceptable tan cotton-polyester suit, unacceptable argyle socks, and rust colored, sporty loafers.

A candidate showed up for his first meeting with a recruiter in Levis and a sweater. Sensing the recruiter’s disapproval, he said, “I’m going to the garage after we talk.” He was the general manager of a bus corporation. “The garage has 140 buses. Twenty are probably half apart and in thick grease on the floor. I’m dressed for what I do. Besides, I couldn’t maintain a rapport with my men if I dressed in a pin-stripe.” The man made his point. He was also bright, and he was referred. He came in second.

Atypical examples, but they highlight a key point about attire. Unless you are a genius, a great creative artist, or aware that the headhunter or his client are flamboyant (this is rarely the case!), wear conservative business clothes, preferably a dark suit, a white shirt and conventional tie, dark knee-length socks and dark well-shined shoes. Women should wear a version of this too, perhaps substituting a blouse and necklace for the shirt and tie. Otherwise, your chances of being referred may be hurt. Most often you won’t be referred at all. Lack of color-coordinated furnishings, and cheap or worn garments can prejudice a first meeting. A recruiter may make a suggestion regarding one’s dress, if he thinks it will be accepted without offending. He’s likely to do it, however, only when he believes the executive’s credentials are otherwise satisfactory.

Interviews are a two-way street. An executive may want to be himself and work where he is accepted for who he is. It may also take this person longer to connect. Depending on the field, however, he may have to change his style.

You are measured by the search consultant from the onset, for technical abilities in relation to a job description as well as for personal fit or potential chemistry with the client. A candidate’s overall presentation is also weighed and examined in relation to other candidates. So it pays to look neat and be cordial.

If possible, visit the rest room and freshen up before meeting the recruiter. One executive, in a handsome custom-tailored suit did so, but forgot to zip his fly!

The winter wind gave another candidate’s longish hair such an eccentric blowing that it was hard to keep from chuckling in spite of his being a highly serious and successful vice president.

Assuming you’re interested in the position and the company described, it is now time for the headhunter to interview you, to ask questions regarding your background in order to further qualify you. While doing so, the consultant takes notes from which he will build a resume. It pays to have an updated one that can now be given to the recruiter. It saves both parties time. The search consultant can now review the highlights and gather additional information without having to ask basic questions. You are also spared the strain of having to recall dates of employment, dates when promoted, key achievements, and so on.

Having a resume doesn’t mean an executive is desperate for a job change. It is professional, a sign of being prepared and of being receptive to hearing about a good opportunity. A resume isn’t mandatory, just useful. Very senior level officers often won’t have one; likewise, people who have been with a firm 20 or more years and who never or very rarely contemplate leaving. However, they may have a public relations piece which their company has prepared about them. They should offer it to the consultant. It can help him better assess and present you to a client, as can select magazine and newspaper articles. The headhunter will write a resume about you even if you have your own. There are always additional points to include, or exclude, in relation to the position in question. Some search firms may also provide clients with a page about the personal style and manner of the candidate.

Infrequently, a headhunter is asked by the candidate for a copy of the resume which he will write. It is the general practice not to do this although some comply. It is an unnecessary extra step for them, an editorial infringement on their professionalism, and one wonders if the resume is sought for review or future use. To the candidate who may be worried that the headhunter may have omitted or misrepresented elements in his background, it is worth noting again that most come out of the fields they’re now doing search work in.

The interview styles of headhunters vary as do the durations (about a one hour average) and the types of resumes which they write. They will most certainly inquire about your current and past responsibilities and accomplishments, and probe in this area. When a resume isn’t provided, your current and past titles will be asked for, the department or divisions in which you work and have worked, approximate dates at each, size of staff and budget managed, and annual revenues. In addition, inquiries are typically made regarding reporting relationships (often with names), education, military experience, professional activities outside work, the quality of one’s references, and why you would consider leaving your present employment. An acceptable and generally truthful reply to this last question could also include the opportunity and challenge just presented, and the additional compensation. The implication is that you are otherwise quite satisfied although open to hearing about advancement. Don’t be too hard on your company or management even if you despise them and with good reason. Headhunters can’t always tell if you are simply a negative type, being eased out due to failure, or if your employer is at fault, and first impressions are very important. Details about one’s reasons for leaving aren’t mandatory. But don’t lie, particularly if you are being canned, unless your management is covering for you. If you become a finalist candidate, your references will be checked.

Some interviewers ask about your current job and proceed backwards while others prefer to start at the beginning. Some let the candidate begin where he is most comfortable. When a resume is furnished, the recruiter may jump around with questions because the fundamental material is already available. You may make inquiries at any point during the interview.

There are certain illegal questions which are occasionally asked and only you can decide if you care to answer them: age, marital status, size of family, and less frequently, national origin and religion. You don’t hear about discrimination suits in the search field. To sue would be an admission that the executive was considering another job. What if his employer found out?

There may be confidential and legal aspects about your position and company which cannot be divulged. Explain this to the interviewer. He will most likely avoid the issues. Similarly, you may feel uncomfortable about telling him the name of the person you work for or your compensation. The former can be initially done without, if you prefer, but a ballpark sense of earnings helps qualify you. The situation may not progress if you don’t give him at least a rough idea. Full disclosure is generally required including base salary, bonus, stock options, and perks.

What if a headhunter wants to check a work reference by talking to a past or present manager, but you fear this could jeopardize your current position? Be honest, explain to the headhunter and he will most likely back off. What if he then suggests referencing a trusted customer or former colleague who may even have left an old employer as you have? It strengthens your chances if the information can be obtained, but if it is potentially dangerous, avoid it. The recruiter should understand, especially at this early stage.

The closing of an interview is generally initiated by the recruiter. He will usually wind up by saying, “I’ve gotten all the background I need. Let me mull things over. We both have some thinking to do. I also have a few more candidates to see.” Not positive. Or, “I’m interested. How do you feel about the situation?” Positive. Or, “You are definitely a candidate. There are one or two others, but you are in the loop.” Positive but not number one.

Let us assume that with the assistance of the headhunter an offer has been made by the company, a package negotiated including dollar ingredients and perks, a contract or letter of understanding may have been provided, and the candidate has accepted. What happens next? The executive gives notice to his present employer, usually to his immediate manager, that he has accepted another position and will be leaving. In instances where a contract or letter is involved, resignations occur either before or after signing. It pays to sign first and give notice after. Why? If the new employer considers changing his mind after you’ve quit, an unlikely situation, you have a legal document showing that they made an offer and you accepted.

How much notice is appropriate? It hinges on how long you’ve been with the company, how senior or vital your role is, your rapport with your employer and your desire to do the right thing and not leave too quickly and hurt them and your reference, how quickly your new company wants you, and so forth. It is appropriate to leave a minimum of 2 weeks’ notice yet be flexible should your management need more time. Four weeks and possibly more is acceptable for senior people with major responsibilities who are professional about departing. Your company may want to find your replacement before you leave. You may or may not be able to remain that long depending on your arrangement with the new employer.

Some firms, despite your good intentions, will want you out immediately because they fear you may be privy to information which you will use in your new shop. There are a few brokerage firms which are known for locking up a broker’s desk when he gives notice, that moment or close to it being his last with the house. They fear the individual will copy customer lists, contact them and try to sway them over to the new company. There is a large international bank that only allows one to stay a few days past notice even if you’ve been there several years. The logic is similar.

So you set up a departure date with your present employer and subsequently confirm a start date with your new one. Perhaps you can arrange for some vacation time in between. The headhunter will work with you, in trying to carve out a few days or more and act as the go-between with your new emplc yer if necessary. It can be an unfettered time. The old challenge is put to rest and the new one is forthcoming, rest hard while you can.
Throughout these final preemployment stages, the recruiter is in constant touch with the executive, typically by telephone and often in person. He is fine tuning the deal and moving it toward a close. The final needs and wants of both sides are being explored and met. The consultant may dine with his candidate in order to accomplish the aforementioned in a relaxed setting. He is also subtly keeping the pressure on the candidate not to change his mind. It is never blatantly so stated although the headhunter’s attentiveness and presence are hand holding a somewhat obligated executive toward the finish line. However, most executives are bright and strong minded enough not to be drawn into the wrong situation. And most recruiters wouldn’t allow this to happen.