Executive Search BLOG
 | Enhancing or Fabricating? - Dec 22, 2011 | | Coach or Critic? Management Style Affects Performance - Aug 28, 2011 | | Build a Winning Franchise - May 31/11 | | Float Your Boat - February 1/11 | | Succession Planning STILL the Elephant in the Room - November 11/10 | | It Pays to Do Your Homework - August 24/10 | | Hire for the NEXT Need - June 2/10 | | Avoid Political Hiring Decisions - March 10/10 | | Search Goes Beyond - January 20/10 | | The Future of Executive Search - October 19/09 | | Good Company - September 16/09 | | Local is the New Global - August 12/09 | | Reverse Mentoring? - July 16/09 | | Think Like a Pilot - June 9/09 | | Carpe Diem - May 8/09 | | Time to Lay Low - April 6/09 | | Move 'em on Over - March 5/09 | | Exiting Successfully - February 12, 2009 | | What Makes a Candidate Impressive? - January 13, 2009 | | Looking to Hire Internationally? - December 10, 2008 | | What's Your Market Value? - November 24, 2008 | | International Search Trends - November 10, 2008 | | The Most Common Candidate Mistake - October 28, 2008 | | New Executives Should 'Bunt' - October 14, 2008 | | Different Animal, Different Handling - September 29/08 | | Sell the Challenge - September 22/08 | | The Best Route - September 15/08 | | The Perfect Process - September 8/08 | | Meet the Folks - September 2/08 | | Testing Talent - August 25/08 | | Director Independence - August 19/08 | | Give to Get - August 5/08 | | Plan for Everything - July 28/08 | | Take a Break - July 21/08 | | Follow Your Instincts - July 14/08 | | The Perfect Candidate You Didn't Know About - July 7/08 | | Too Much Information - June 30/08 | | International Search Trends - June 23/08 | | How Many Candidates Are Enough? - June 16/08 | | The Future of Executive Search - June 9/08 | | The Ideal Client - June 2/08 | | Look Way Ahead - May 26/08 | | The Greater Good - May 19/08 | | Failure Can Be Good - May 12/08 | | Money May Tempt... - May 5/08 | | Perspective Pays Off - April 28/08 | | A Leader’s Job is to Lead - April 21, 2008 | | Red Flags or Red Herrings? - April 14, 2008 | | RECRUITING is our specialty- November 26, 2007 | | Be Careful What You Wish For... - November 19, 2007 | | What's Your Real Objective? - November 12, 2007 | | Are You Really Saving Time? - Nov 5, 2007 | | Hard Choices - October 29, 2007 | | Stick to Your Knitting - October 22, 2007 | | Pre-Recruitment Reality Check - October 15, 2007 | | ON HOLD: You're Not Just Losing a Great Candidate - Oct 8, 2007 | | The C.E.O. as a Recruiting Tool - October 1, 2007 |
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RECRUITING is our specialty- November 26, 2007
 The debate concerning Generalists vs. Specialists in Executive Search is an ongoing one, and both sides are passionate in their opinions.
Supporters of the specialization route argue that working in the field on a day-to-day basis enables them to better know the talent pool and industry buzz, and to identify talent in their industry faster and more efficiently than a generalist. We, at Cambridge, believe that a wide industry perspective is more likely to produce a well-balanced short list of candidates with a diverse range of expertise for the client's final selection.
There are certain functions, such as C.F.O. or human resources, where a narrow industry focus is not necessary, and in fact, can be a drawback. Some clients are seeking to promote cultural diversity, and bringing in a 'fresh perspective' may be necessary and desirable. The other drawback is the 'off-limits' policy. As most recruiters agree to not raid their clients for a minimum period (usually one to two years) after working with them, this can reduce the field of approachable candidates significantly for that firm.
This is why we choose to be generalists. We are rarely hindered by limitations because we're working with the entire market, and can access other related industries to identify candidates whose skills can be leveraged effectively.
In reality, each of our recruiters are, in fact, specialists in their own particular area, having come from the industry prior to becoming a recruiter, or by focusing on a particular industry throughout their career. They are knowledgeable and well connected, but not limited by a narrow focus.
In my experience, this approach gives us the best of both worlds: specific industry expertise combined with wide area coverage. And that benefits our clients.
Graham Carver, President
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