Executive Search Consultants
Larry Shoemaker - Executive Search Consultant

Larry Shoemaker

Larry is President of Cornerstone International Group.  Since founding Shoemaker & Associates in 1990, Larry has been conducting senior-level recruiting assignments, executive coaching and leadership assessments throughout North America, as well as globally.

His focus is on the candidate’s fit into an organization’s culture…

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Tami Fitzpatrick - Executive Search Consultant

Tami Fitzpatrick

Tami has been an integral part of Shoemaker & Associates / Cornerstone Atlanta for more than 15 years.

As one of our executive search consultants, her contributions provide administrative support to the search process, including research and ongoing client and candidate interaction, and making certain each client and candidate receives the outstanding service we have committed…

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Anne McNut - Executive Search Consultant

Anne McNutt

Anne brings a wealth of knowledge and experience to Shoemaker & Associates. She heads up a new division that offers community colleges the unique ability to “think outside the box” to recruit and develop their leadership for the future, considering candidates from academia as well as the private and public sectors.

Dr. McNutt has more than 25 years’ experience as …

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Larry Faskowitz - Executive Search Consultant

Larry Faskowitz

Larry Faskowitz is the Managing Director at Shoemaker & Associates, Cornerstone International Group’s member office in Atlanta. He has more than 34 years of successful leadership experience in Corporate America.

Larry has held multiple senior level positions for both Fortune 200 and mid-cap companies across the U.S. In these roles he has developed strong knowledge of long-term strategic planning, marketing, business relations and organizational management…

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Recent Executive Search Consultants Blog Posts

Learn from the top thought leaders and executive search consultants in the industry.

Are you hiring who you Need or who you Want?

Need and Want have different meanings in hiring, and understanding this is critical.  Each can be appropriate and each requires a unique approach to ensure a successful recruiting process.  It is important to know the difference when you are seeking to fill key positions. The individual you need has the ability to do what is required to be successful in the role.  She will be a strong performer because of knowledge, skills and experience.  A contributing member of the organization, her presence will be a positive.  Hiring her is a good choice.  Finding people like this, and attracting them, is a challenge. Then there are times when you want someone. This is when you are looking for a person who will deliver more than just what you need.  You’re looking for the game-changer.  If the Board of Directors has to find a new CEO, they need a competent, experienced person who can deliver the business strategy.  Depending upon the situation, they may actually want someone who can give them more, perhaps by introducing a new strategy altogether.  Hiring them can be transformational to your organization. The “something extra” is usually specific experience and specialized knowledge, combined with strong personal characteristics, giving accelerated impact on the organization.  This requires searching beyond the job requirement to find the desired specifics in the individual’s background.  It takes an extremely thorough and rigorous process to identify and attract that person. We recently helped a client fill a key role with the candidate they wanted.  The process began by focusing on what they needed – individuals that were qualified.  These individuals could do the...

After Labor Day

Labor Day is more than a holiday here in the U.S.  It is the day when people and organizations change.  A new sense of urgency arises.  Holidays, vacations and travel are set aside for budgets, plans, goals and business activities.  It is a dynamic time.  Think in terms of the Olympic 1500 meter, not the 10,000 meter, race.  There is a bit of time for strategy, but mostly it’s executing. That’s the approach to get the most possible out of this important time of year. Evaluate where you are, considering changes and opportunities that have arisen since your original plan.  Then get moving.  The best tactic is to determine what steps will have the greatest impact, and quickly implement them.  They should be sound, but don’t take excessive time to make them perfect! An organization’s success depends upon the people involved.  If the right people are in place in the organization, get them to buy into the vision. If they are in the organization, but not in the right role, rapidly create a structure to take advantage of their skills and abilities.  If high-performing people have notable gaps, support them.  If people who can contribute are not already part of the organization, identify and attract them. This time of year is just as important to an individual who is in an active job search.  Knowing that organizations will “turn on their afterburners,” increasing your efforts to contact people and following up with people you have previously contacted should be fruitful.  It’s a great time to be energetic! These steps determine how much momentum you gain during the critical last...

The First Five Steps in Recruiting Top Talent

Preparation is arguably the most important aspect of hiring the right person.  The time invested in clarifying the role, describing ideal candidates, and establishing the selection criteria ensures emotions are only an appropriate part of the hiring decision, not a significant factor.  Advance planning places the focus on what is truly important for success in the role, reducing risk in the selection. This is the time to build a compelling story about the position and the organization, which is imperative to attract outstanding candidates. Here are the steps to make certain your efforts will deliver the anticipated results: Identify what you expect from the role Every role has expectations:  the more defined, the easier it is to create the compelling story to attract the candidates you want.  Having defined expectations and benchmarks makes early success possible; having a vision for the long-term maintains broad goals, which in turn establishes challenges as well as the ability to celebrate success. Understand what a candidate should have accomplished to be qualified Learning about a candidate’s accomplishments gives insight into how they do things.  Successes are a strong predictor of an individual’s ability to contribute in another organization.  Initial screening is simpler if there is a broad expectation of what a candidate should have achieved in prior roles to be prepared to be effective in this role.  Interviews can then concentrate on how the candidate attained these earlier accomplishments, along with what resources they required. Know the traits/characteristics required to be effective in your organization     Every organization is different.  How things get done in one organization may not work at all in...