Pioneering diversity placement in South Africa and abroad

Energetic, vibrant and youthful Zinhle Matentji is the founder and managing director of Parkmore-based Search Specifics, a dynamic and experienced executive search firm that has successfully pioneered diversity placement in South Africa and abroad.

Search Specifics is 100% black and female-owned, having built its reputation on approaching the executive search and recruitment process professionally in addition to offering a high level of service.

As a successful entrepreneur and experienced business leader, Matentji holds her own, capturing attention with her vivacious, positive outlook and sheer passion for what she does. Little wonder that her company attracts and places all types of executive level candidates through its research methodology, and its established and extensive network.

Born in Ndaleni, a farm in Richmond in KwaZulu-Natal, Matentji was lucky enough to be raised in a household that offered not only the nurturing care of a mother, but also the love, wisdom and attention of her grandparents. Today, she proudly admits that she drew much inspiration from her late grandfather. “He wasn’t only my father figure, but my mentor as well,” she remembers fondly. “He was always so full of encouragement and attended all my school events.”

Matentji attended Haythorne High School in Pietermaritzburg, before moving to Richards Bay in 1994 where she went to John Ross College. Her family then moved back to Pietermaritzburg in 1995, where she attended Alexander High School until she matriculated in 1997. “I really enjoyed my time spent at high school, I was popular and played by the rules,” she laughs and adds, “I was always front and centre.”

Grahamstown’s Rhodes University was her next destination, here she completed and obtained her Bachelor of Social Science degree in 2000, majoring in Industrial Psychology and Sociology, followed by a postgraduate diploma in Business Management the year after. The socialite not only enjoyed her time in class, but interacting with different kinds of people on campus was another favourite past time of hers.

In 2002 Matentji moved to Johannesburg to begin her career in marketing. Fate, however, sealed her fortune when she joined the international executive search firm Memela Pratt (then known as Anne Pratt and Associates) as a researcher. She spent a year with the company, working across the board with the research team, and forming a solid foundation for the future.

In March of 2003 she was headhunted by Fusion Consulting, a locally based search firm serving a diverse southern African clientele, as an account executive. Here Matentji got the opportunity to hone her business development, canvassing, recruitment and relationship skills to perfection before taking the plunge and launching her own company, Search Specifics, with a business partner in 2005. Two years later, she bought out the partner and went at it alone.

“By this time I was fully aware of the executive search industry issues specific to South Africa, and the search industry in general,” says the Kyalami, Gauteng, resident.

Matentji’s main concern at the time was whether or not the industry was meeting the needs of clients and candidates. Realising that it was not, she recognised that there was a gap between what clients and candidates expected and what the industry was delivering, spurring the birth of Search Specifics.

“I knew that I could do more than what was being done at the time, and that I could do it better. I was determined to create an executive search practice founded on certain core principles, she explains.

“I couldn’t register the company fast enough,” she says. Her initial success is largely due to word-of-mouth praise from clients and her steadfast ability to pursue her dreams.

Matentji has ensured Search Specifics provides its clients with the highest quality and calibre of talent; leads the market in providing in-depth and current research; adapts to changes in the marketplace to accommodate clients’ needs, and prioritises playing an active role in managing candidates’ careers. “We work toward achieving the goals of transformation and maintaining our South African roots, while enjoying a continental and global reach,” she says.

Under Matentji’s watchful eye, Search Specifics upholds the highest standards of ethics, confidentiality and professionalism, and consistently enhances the image of executive search firms by adding value to clients and candidates. “We make sure that we use only in-depth research methodology and leverage our extensive network locally and globally to produce results for clients,” she says.

“We are committed to developing long-term relationships with our clients so that we can readily understand our clients’ needs from not only a technical perspective, but from a culture fit perspective as well.”

With clients across a wide range of industries from fast-moving consumer goods and financial services to mining, retail, IT and petroleum, the company has certainly built up a huge portfolio of clients in the past six years.

“We have a very strong focus on business development and relationship building, and strive to deliver the best work that we can. We further endeavour to give our clients more than they expect,” Matentji said.

This philosophy has fuelled the growth of Search Specifics into one of South Africa’s leading executive search firms. “We have achieved this by living by this mantra of doing more and doing it better,” says Matentji.

“We are committed to excellence in service delivery and this is reflected in our continued success, repeat business and positive comments from both the clients and candidates that we serve. We enable business transformation by upholding world-class standards when identifying and recruiting candidates and provide our clients with the best-fit employees with leadership potential to ensure our clients’ long-term success.”

What the company does

Search Specifics provides clients with three main services, namely research, executive search and advertised selection.

Market research includes meeting with clients to take a comprehensive brief and then using distinct methodologies, including in-depth research and networking, to map out the industry providing its clients with organograms. The executive search service locates top management through a comprehensive search of the marketplace and headhunting, before conducting one-on-one screening of the targeted candidates. Advertised selection involves locating top management talent through prime positioning in print media, screening and one-on-one interviewing.

“The first step is understanding our client’s brief. Success is based on a clear understanding of the core competency requirements of the position, as well as the individual’s role within his/her department and the corporation as a whole,” says Matentji.

Points included in the discussion with clients include the key performance areas and key strategic challenges; understanding the reporting structure as well as key internal and external relationships; drawing up a strategic project plan to attract the right individuals; discussing any possible stumbling blocks with regard to skills versus position challenges, and remuneration details for prospective candidates. Search Specifics then uses headhunting and research to find appropriate candidates for a position.

Phase one of the research process involves in-depth market research. “Search Specifics identifies corporations that are industry leaders and niche specialists in our clients’ market segment. We then gather comprehensive information on the structures within each department inside the company to identify possible candidates. On completion of this, we present a comprehensive report, including a list of potential candidates, to our client,” Matentji explains.

Phase two involves the confidential headhunting of candidates who are approached for a one-on-one discussion. “We then invite candidates for an interview where we use technical selection questions to identify the strongest candidates,” says Matentji.

“We then draw up a short list of a maximum of four candidates, which we present with detailed CVs and interview notes. Finally, we facilitate interviews with our clients for final selection.”

Phase three relates to the appointment of the preferred candidate. “Search Specifics provides ongoing support through final negotiations to ensure that the candidate’s initial enthusiasm and interest is maintained, and to neutralise any possible counter offers,” Matentji says.

“We play a key role in salary and benefit negotiations, and maintain ongoing contact with both clients and candidates to ensure that the relationship works out satisfactorily.”

Research-based methodology, extensive networks and cross-industry knowledge ensures that the company provides world-class executive search services to its clients, who view it as a trusted advisor and strategic partner for their executive, management and human capital needs.

“Our approach is underlined by a commitment to developing long-term relationships with our clients and candidates, so that we are able to anticipate their needs and respond proactively,” Matentji confirms.

“Our expertise allows us to thoroughly assess each organisation’s needs, challenges and opportunities, and then identify – using our research-based search techniques – the individual whose talent, experience and personal ambition best matches the organisation’s goals and objectives,” she explains.

The typical Search Specifics candidate is probably overwhelmed by daily employment offers due to their qualifications, experience and knowledge. As much as this is tempting, Matentji urges them to consider whether or not these offers will help them achieve long-term career goals.

“Search Specifics has guided many successful executives. We have the industry expertise to help candidates answer that question and to counsel them on their overall career objectives. It is of the utmost importance that we place our candidates in an organisation where they can grow and excel,” she says.

“We aim to become an integral part of our clients’ organisational structure,” says Matentji. “We pride ourselves on providing clients with the highest quality and calibre of candidates, while prioritising playing an active role in the careers of our candidates.”

Matentji explains that Search Specific’s executive search practice is committed to maintaining confidentiality, ethical behaviour and professionalism beyond reproach. “We assist our clients in attaining success by supplying them with the highest calibre of executives, senior managers and directors,” she says. “Our candidates are high-level performers who take a long-term view of their careers. They have invested in their careers and came to us because they are looking for a partner to help them achieve success, through placement in an organisation where they will excel.”

Another service offered by Search Specifics is the identification of suitable candidates for appointment to a company’s board of directors. This includes identification of committee members for specialised areas like risk and audit, operations and human resources.

Matentji, the natural leader

Matentji has extensive experience in search and selection for executive directors, non-executive directors, middle and senior management across a wide range of industry sectors locally and internationally.

While she is responsible for giving strategic direction to the Search Specifics team and positioning the company locally and globally, she runs a very profitable desk alongside the rest of the consulting team. Her expertise has become so widely recognised that she is often invited to participate in panel discussions in the media relating to the executive search industry and in topical discussions around employment and recruitment matters in South Africa and abroad.

Born with the ability to lead, Matentji assumed this role as early as 1997 when she was awarded colours for leadership at Alexander High School. This was followed by a bursary from Dow Chemicals (Sentracheni) from 1998 to 2000. In 1999, she received a Competent Leader Award from Rhodes Toastmasters, in 2002 she received the Competent Toastmasters Award as well. In 2001, she was honoured as the Most Outstanding Member of Rhodes Rotaract, which is a Rotary-sponsored service club for young men and women aged 18 to 30.

This gift for leadership, involvement and communication, serves Matentji well. She explains that one of the most crucial elements of her business is getting a comprehensive brief from her clients. “Through getting to the heart of what it is they seek for their business, we are able to identify suitable candidates,” she explains.

Finding top talent

Another crucial aspect in running a successful executive search business is ensuring you employ the best possible people for positions within the company.

“Employing the best candidates for positions relative to their specific skill sets, is absolutely vital and economically sensible, as it is more efficient and allows clients to streamline their businesses,” she explains.

Candidates are confidentially approached and screened before clients are presented with a detailed shortlist, each candidate’s CV and interview notes. Search Specifics then facilitates the interviews between client and candidates for final selection. “Our extensive network – built up over many years of close, collaborative relationships – ensures that we fulfil our clients’ human capital needs.”

There are two distinctive ways a business or corporation can go about finding the best employees for positions they need filled. The ideal and probably the most commonly used method is to employ the services of a general all-round recruitment agency. “This usually works best for more general or lower to middle rung employment positions, such as general staff or junior management. Using a general employment agency is fine for non-specialised positions, as most require more generalised skill sets, and often relate to multiple positions of the same description, for example, general sales staff.”

However, for upper management or positions requiring a very specific set of skills and experience, Matentji recommends employing the services of a headhunting firm. Headhunting services vary in size and capacity and this often relates to the business sector they generally deal with, or specialise in. “Headhunters focus on a specific profile or criteria, based on a client’s brief or needs. The majority of corporate headhunting takes place or involves mostly specialised personnel or top level management positions such as chief financial officer, chief executive officer or chief operating officer for generally larger firms,” she explains. Others likely to receive calls from headhunters are very specialised or highly trained personnel such as chief engineers, scientists, designers and developers, analysts and specialised high profile project managers.

It is often a lot more time and cost-effective for firms to use headhunters, because they do not rely on general or bulk curriculum vitae submissions and compiled databases. “Headhunters are proactive and tailor their search criteria according to the client’s brief. Generally, headhunting is done within a specific industry, usually starting with the client’s immediate competition. It can, however, also include networking opportunities and conventions. All of these events are opportunities for headhunters to find the exact and perfect candidate possible for their clients.”

Once a headhunter receives a brief from their client, a basic retainer fee is negotiated and the search begins. After conducting extensive research and identifying potential candidates within the specific industry, a short list is compiled and presented to the client. Once the client has selected the successful candidate, their company is then responsible for ensuring that the headhunting service receives an agreed upon percentage fee that is based on a calculation of the new employee’s cost to company salary percentage for their first year.

Search Specifics undertakes an extensive process to prepare the candidate for an interview with one of their clients. This involves briefing them about the company and its culture, and the division they are being considered for. “We also cover topics like self presentation, communication and the standard ‘do’ and ‘don’t’ rules relating to an interview.

“To ensure that the preferred candidates have correctly represented their accomplishments, we also facilitate verification of their information, which includes checking the identification number, qualifications and credentials; psychometric testing, to validate competencies and personality attributes; and conducting an in-depth reference check,” she says.

A positive future

The company comprises a team of researchers as well as a business development team that builds and maintains client relationships.

“We are currently speaking to an international search firm, with a view to forming a partnership to ensure an even greater global presence and be able to conduct international executive searches, which will enable us to bring skills into the country,” says Matentji. If all goes according to plan, the partnership will be in place by March 2012.

“This partnership will enable us to do much more networking and leverage off their contacts in countries where they operate.”

The hands-on Matentji manages her own portfolio of clients, besides dealing with the company’s day-to-day operations, which include dealing with clients from all provinces across South Africa as well as various African countries. She uses her skills to “create opportunities” for others and enjoys doing things “my own way”.

When it comes to broad-based black economic empowerment (BBBEE), Matentji firmly believes in empowering people. “BBBEE is all about empowering people from a skills perspective and making sure they are up-skilling in areas in which they need development,” she says. Search Specific’s clients are very passionate about up-skilling and take it seriously. The company is recognised as a Level Two BEE Contributor by Empowerdex.

From a staffing perspective, the search industry is not presented to learners as a career option. “Regardless of the industry that a person is in, they can always turn to the executive search field as an alternative choice,” says Matenji. Her team of employees has the same passion and drive evident in their leader. “We all work as a team and pitch in and help our colleagues where they need us. This way, we are able to provide our clients with great service, as we are able leverage off each other as a team,” she states. “We are very big on training and developing ourselves, and keeping abreast with trends in the industry.”

Her management style is admirable. “You can’t apply one management style to all employees as they are all different. You have to promote their strengths, while helping them improve their weaknesses, and getting them where they want to be. Most successful headhunters come with the necessary skills they need to make a success of their career, but some things can’t be taught. I have to ensure that my team has business savvy, is ethical and has integrity,” she stresses.

“Our biggest strength is our research capability. We provide our clients with very detailed research reports, which include an entire search of their specific industry. In essence, we map the entire industry out for them,” she reveals.

While numerous companies struggled through the recent recession and continue to battle in the current tough economic times, Matentji is positive about future growth. “Things have already started to pick up. We are quite lucky in our industry, because people are always on the lookout for skills.”

She foresees positive growth for Search Specifics over the next 12 months, even though many companies are much more conservative about hiring new employees at the moment. “We deal with many specialised skills, and there is always a need for them,” she explains.

Her love and passion for what she does ensures that her team is constantly developed. “In an industry where, if you give it your all, you can pretty much write your own pay cheque, our employees are self motivated and strive to deliver their best for the company and our clients,” she says. Proactive in its approach, Search Specifics doesn’t sit on its laurels waiting for clients to come for new appointments. “We are constantly on the lookout for people who will add value to our clients’ businesses. We are able to do this because we make sure that we understand our clients’ company culture,” she says.

The nature of the industry is thus that Matentji is constantly on her toes. “There are no guarantees when it comes to working with people. You certainly have to have a thick skin,” she observes. Problems are tackled head-on and solutions are found to any problems clients may experience with certain appointments. “Should there be a problem with a particular appointment, our clients and our team sit together to come up with a workable solution to suit both parties.”

Candidate benefits

Search Specifics’ candidates benefit from using its services, as they are always guaranteed of confidential representation to prospective employers. “Our candidates can be assured that any opportunity we present them with will fit their specific career profile,” she assures. The company conducts face-to-face interviews with its candidates and provides them with detailed information about the prospective position and the company offering it. “We really do have the best interests of both our clients and prospective candidates at heart.” This is evident in the number of candidates that Search Specifics has on its books waiting to be placed. “They often call us for career advice or to assist them with negotiations.”

There are two sides to every interview. There is the interviewer, whose job it is to try and ascertain whether someone is the ideal person for the job; and the interviewee, who is trying to get the job on offer. “While it is the responsibility of the interviewer to ask pertinent questions, it is the interviewee’s responsibility to present themselves to the best of their ability in order to get selected for the job in question. In both cases, the use of top interview techniques needs to be considered,” explains Matentji.

As far as both parties are concerned, there are techniques and strategies they must employ in order to achieve the desired result. The interviewer must consider how the interviewee responds to a series of questions relevant to the job and the company at large, but also relevant to specific psychologies required for that specific role. The interviewer must also gauge behavioural responses and body language, and how the candidate comes across in general.

The candidate must employ a certain psychological strategy to be successful. “It is very important that the candidate not only has a thorough knowledge of the job they are being interviewed for, but is also completely familiar with the company, its background and history,” says Matentji.

There are various key techniques to a successful interview. The candidate should thoroughly research the company beforehand. “The best way to do this is by doing online research, getting information from the company’s human resources department or relevant industry publications,” Matentji advises. From the interviewer’s point of view, there are a number of good, solid, standard questions that they should ask the potential employee or job candidate. The factors that influence the nature of the questions to be asked relate to the specific job, and the personality traits and habits of the candidate.

Typically, a recruiter is guided by the specifications provided by the employer in terms of what candidate to look for. The obvious attributes would be quantitative, in other words, qualifications, period of experience in the field and a track record of delivery. However, also of importance would be the qualitative aspects like culture fit, which a recruiter would assess by personality attributes, energy, passion, priorities and aspirations.

Soft skills are everything. “Technical competence alone will not crack it. One needs to be able to communicate effectively, listen to people, and demonstrate that you care about people’s wellbeing in terms of work and personal matters, and have the ability to work in teams and achieve results jointly. If the role is a leadership one, then the candidate has to demonstrate an ability to achieve results through people. Should one be unable to achieve the balance and only focus on hard skills, this could very well undermine one’s chances of success in the organisation,” Matentji says.

There is also the issue of presentation, both physical and verbal. How one projects oneself sends out messages about how one will conduct oneself on a professional level. Most experienced recruiters are able to establish in the first 10 minutes of meeting a candidate whether they will be the best fit.

If you have the requisite skills and experience for the job, you should be confident. However, there are various factors that can put one ahead of the pack. Companies will often be impressed by the fact that a candidate has taken the trouble to understand who they are. So preparation is very important. Depending on the role, they may need to understand the reporting structures and how they work, general knowledge of the company’s image in the market, current events affecting them and how they are responding. These issues demonstrate a broader understanding of the sector in which they operate and how they can impact the rest of the industry and market. The interviewee may also need to be proactive and engage the interviewing panel in discussion. Speak as if you have the job already and show what an asset you would be if they gave you the opportunity to join the company.

“One of the most important factors that determines a positive outcome is presenting a positive attitude. Avoid any words with negative connotations such as ‘can’t’ or ‘don’t’ or ‘no’ or ‘never’. Be enthusiastic and sincere. It is very important to be honest, and do not exaggerate anything that could possibly come back to haunt you at a later stage,” she stresses.

Matentji shows her own appreciation to the community around her, especially when it comes to supporting local black, struggling artists in the Johannesburg city centre. “I am an avid art collector and love to support the wonderful work that these talented artists create,” she says.

During her years in business, Matentji has experienced the changes taking place in corporate South Africa. “I believe that women are now taken seriously in the business world. It is all about what you know, who you are and the message you put across. People will treat you with respect if you earn it,” she says. “It is wonderful to see a woman secure her rightful place and being given opportunities in the workplace. Many of our clients take empowering women very seriously!” That said, she is aware that many of the top positions are still white, male dominated, but she strongly believes that this is going to change.

According to the 2011 Grant Thornton International Business Report (IRB), while women now occupy almost a third of all management positions in South Africa, their male counterparts still hold 97% of all CEO positions.

On 25 March 2011, the results of the 2011 Businesswomen’s Association South African Women in Leadership Census, sponsored by Nedbank and the dti, were released by the Businesswomen’s Association.

BWA president Kunyalala Maphisa said the organisation was concerned at the continued under-representation and the slow pace at which women were being incorporated into the corporate space at senior level and that left to market forces, this will never change.

“Year on year, the census reveals that although there is a slight increase in the employment of women in top executive positions, this increase is minimal and does not represent the large pool of competent women who can take up these positions.”

“It is wonderful to see companies making the move to incorporate diversity into their teams. However, a lot more still needs to be done. We need a mindset change,” says Matentji.

There is still a need for more flexibility in the work place to support women. “People’s lives have become so complicated between family and business that everyone is trying to keep up and manage their outputs, specifically working mothers,” says the dedicated wife to Karabo and mother to two daughters. This will always be a challenge for working mothers. They cannot find that balance on their own, without the support of their employer. If we want to see a change in the number of top leadership positions occupied by women, business as a collective needs to understand the dynamics and fine balance between a woman’s personal and professional life.

She also stresses the importance of family and taking time out to prioritise the time that you spend with them. “I have wonderful support structures in my husband, mother, in-laws and my two brothers, and I live for my little girls, one aged two and the other aged four-months. I want people to remember me for being a wonderful wife, mother, friend and ally. That’s what I care about.”

Matentji was born happy, motivated and raring to go. “I feel like the world is waiting for me!”