There is a fundamental difference between those two models. The retained model allows the dedication of resources, time, and effort to produce the expected outcome. It is also the necessary framework in which a sustainable partnership can be built between the Employer and the Search Consultant. In contrast, the contingency model is opportunistic, transactional, and short-term; it is therefore not suited to hiring at senior executive level. Now, Contingency is perfectly suited to a volume-driven search machine that focuses on junior roles.

If not, then you know that the firm has a more transactional and opportunistic culture. Even among retained firms, many do not require exclusivity; we do.

A China-based firm will be more deeply rooted and vested in its home market: the China market will be its only focus and priority.

It is crucial to evaluate the consultant’s experience, track record, reputation, impact, and industry background.  

This cultural affinity and values alignment will greatly facilitate the communication and help bring about a successful outcome. If the Employer is Western, it is helpful that the consultant conducting the search on the ground have a deeply ingrained Western culture to convey the Western Employer’s own culture to the candidates, and assess whether there is a real cultural fit between the company and the candidates, not only during the interviews, but also for the long haul in the case of the final candidate. The same principle can be applied conversely if the Employer is Asian.  

This is a fundamental criterium as we see way too many leaders who are placed without serious due diligence. The question is also whether the consultant has the integrity to share with the client whatever issues they may have found out…