The cost of bad hiring decisions especially at the upper levels of an organization is at an all time high. The average cost of turnover is now greater than $50,000.00 per person lost with the cost of lost executives much higher. Studies show that senior executives most often fail for the following reasons:
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Poor "chemistry" with the boss / organization
- Over managing / inability to delegate
- Inability to think / act strategically
- Poor staffing decisions
- Over dependence on advocate / mentor
- Betrayal of trust
- Overly ambitious
- Arrogance / Self-Centeredness
- Poorly handling mistakes
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Competition for the "best of the best" has never been more intense. More in-depth attention to selection has never been more important. Yet few hiring managers possess great skill at interviewing. Typically those executives who are skilled interviewers don't have the time necessary (three hours per candidate) to conduct the in-depth exploration of the candidate required to determine "chemistry / fit" or other style characteristics which contribute to executive success/failure. A skilled interviewer using a structured format over a three hour period of time can uncover many characteristics and traits difficult if not impossible to uncover in the standard interview process.
The specific objectives are:
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Provide the hiring manager with an in-depth appraisal of candidates for high level positions.
- Provide the hiring manager with an in-depth analysis of candidates strengths and weaknesses especially in the critical areas of style, chemistry, attitudes and specific behavioral characteristics.
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Decrease "false positives" (hiring executives that don't work out) for the organization.
- Add objective "outside the organization" input to the hiring decision.
- Demonstrate to candidates the organizations' commitment to a high quality hiring process, coherent organization culture and to the importance of "fit."
- Act as a positive "Ambassador" of the organization to candidates.
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The process:
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Consultant obtains information about the job requirements from the Hiring manager and/or Human Resources manager. The emphasis will be on understanding the position in terms of Leadership, Management, Interpersonal and other style related areas.
- Consultant meets with the candidate in a pre-determined location such as consultants offices, airport, restaurant or corporate offices. The consultant conducts a three hour structured interview of the candidate designed to uncover strengths and weakness and determine "fit."
- Consultant conducts a verbal debrief with the Hiring Manager/Human Resources Manager immediately following the interview.
- Consultant submits a written report in one of two formats, Executive Summary or Trait Analysis, within 48 hours to the Hiring Manager and / or Human Resources Manager.
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Add-on Options:
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If desired, a psychometric instrument such as the TAIS profile could be added to the process to provide even more definitive analysis.
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If desired, the consultant could sit down one to one with candidates selected after their "on boarding process" to go over the candidates strengths and weaknesses and prepare a developmental plan.
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