Local Government Solutions (LGS) offers unique executive recruitment services that cannot be provided by any other firm. We take the time necessary to ensure our clients find the right leaders for their needs. Additionally, we take our time with each applicant. To LGS, they are not a number. We take the approach that they are our client, too. Whether or not you end up hiring them, we want them to walk away from the process feeling like they had a positive impression of your organization and would apply again if the circumstances permit.
This personal touch is important because many candidates will refuse to apply for jobs led by recruiters with whom they have had bad experiences in the past. This is a detriment to your jurisdiction as they miss out on some of the best candidates, not because they don’t like the community, but because they don’t want to be a part of the recruitment process handled by someone that doesn’t take their needs into account during this stressful process.
That’s why LGS works hard to make sure each process is fair and, regardless of the outcome, our candidates will continue to participate in our searches in the future. Therefore, our clients know they are receiving the best quality candidates as they don’t self-select out of the process before it begins.
In addition to our white-glove service, we are the only recruiting firm in the United States that provides Five Archetypes™ relationship management analysis and coaching for the selected candidate and elected officials. Research has consistently shown that relationship issues are one of the top three reasons executives separate from an organization.
We also include the option of assessing candidate’s emotional intelligence. Emotional intelligence has been shown to be one of the most important factors contributing to the success of leaders. With this information as another tool in the decision-making toolbox, jurisdictions will feel more confident about their choice in leaders.
It is extremely important for the new manager and elected officials to develop strong working relationships as soon as possible. With the knowledge of their strengths and opportunities for improvement in emotional intelligence and interpersonal communications, managers can learn how to work together more successfully in a short amount of time. This increases the likelihood of a longer tenure and organizational stability. It also saves time, money, and stress for the board, community, and the candidates.
Additionally, the average cost of an involuntary separation of a manager in a small community is between $150,000 and $300,000. This includes costs such as severance, accrued leave and benefit payouts, executive recruiting, moving expenses for the new manager, and turnover of department directors. This does not consider the significant impact on important goals and objectives of the elected officials. Many times, when a manager leaves, an interim takes over until a permanent replacement is found. However, due to the temporary nature of the position, many important projects or new hires remain on hold until the new manager arrives.