Agenda - Charter Commission - 04/21/2005

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an early decision whether or nor to hire your a~s'sistanr city manager or other internal candidate for the position. Don't waste thc rime or money on recruiting if you have a viable internal candidate. What's more, many city managers will uot apply if there is an inmrnal candidate under consideration. These days, it pays to look at operating department heads as well. it ina), a/so be nekessar7 to think outside the box and consider candidates from spcci~d districts and regional agen- cies or consultants. Be clear on what the market demands and what you are willing to offer top ca~didates. City councils are very con- cerned cleat city managers' salaries are ris- ing -- along with expectations. You should consider what comparable cities are pay- hag and the ~mxt highest-paid position in your own city. Recognize that if you are nut willing ~o offer a competitive salary and benefits package, no recruiter can help you obtain top quality candidates. Employment contracts are now the norm. Decide if you prefer that the new city manager live in your city. Housing assistance is critical in some markets. Spouse relocation is increasingly common. ~.t's imperative flint the council decide, r~mnt, h~w l-lcxible it is willing to be in thc cir? manager5 compensation package. This is of great help to potendal candidates. Should You Recruit a Recruiter? Earl7 on, thc council should decide whether ro use a professional, recruiter. Them are many benefita of doing so. Recruiters alld search consultants have verifiable track records, knowledge of c:mdidares, objectivity and external expert- {sc, :;nd ~ffer a greater comfort level for ca~ciidates. Mai~y high-caliber city man- :~cI','; will not i'espond to advertisements; ::hey tansy: be recruited. One expert asserts r}'~at 75 percent of mp candidates wotdd nor ha~e applied for open c{~ m;uqage:ncnt positions had they not been ccmtacred by recruiters. The recruiter call give candidates an honest appraisal of what's being said between the lines Ln the brochure. Most make lots of calls to.city managers to find out who they think might be a good fit. for your city. They will often target 9ity managers who are successful and content in their current cities. These managers, if induced to apply, can make the bmr candidates of all. A recruiter, led search for a city manager can cost anywhere from $18,000 to $30,000. I.r may be tempt, lng to ask your human resources department to conduct the search to avoid the expense of hiring an outside search consultant. The danger here is that many human resoUrce depart- menrs don't really know what the coun- cils are seek/ng in candidates and don't have the time or the expertise to do d~e level of outreach that consultants provide. Tkerefore, they are less likely to attract the best candidates for 7our city'. Also, candidates ma7 be skeptical, cfa human resources department's ability ro keep their interest in your position confidential. It might also be wise to engage the com- munk7, at the outset, in developing a profile of the desirable candidate. Most successful searches also include wide pub- Lication and extensive personal outreach. An advertisement, brochure and applica- tion materials need to be developed. Tkey should not be put[pieces, full of the same old smffabout 7our city. Candidates wan~ to know what the7 are getting into, good and bad. Websires are increasingly impor- tant in making the opportunity known to potential candidates. Recruiting Schedule As far as a schedule for the recruitment, shorter is better, especially wida ~rm deadlines. Most are mo long and lose candidates along the way. Ir is best to avoid involving the public in the selec- rich process, which is viewed negativel7 by top candidates. Remember, it is a woo-way process, so respect each other's time. Make ever5/effort to respect 'the confidentiality of candidates, at least until they are finalists for the position. Decide early on how ro manage media'relations. -59-