In terms of ensuring sustainable business performance from a listed or privately funded business perspective, identifying Talent to lead and deliver is mission critical. It is rare for any significant executive appointment or directorship in a listed business to take place without an independent perspective. Equally, putting a robust independent assessment in place supports identification of potential and targeted investment in development.
Putting in place a robust, fair and appropriate approach is part of ensuring due diligence and a level playing field in selection of internal and external candidates for roles and programs alike and represents an opportunity to position your Talent proposition and employer brand with candidates- and to gather data which facilitates both decision making and on-boarding into new roles.
Approach, process and deliverables are designed to support decision makers, engage participants and drive robust outcomes:
In assessing, it is useful to agree a common cluster of leadership competencies.
If the client does not have a framework currently, we will scope one together which should reflect both key business drivers and core leadership capability. This will address key aspects of the leadership challenge and often includes significant competency building blocks such as:
Gathering data should encompass several different measures and approaches in order to ensure a robust and validated outcome. The process should address level, context and exposure around the decision itself and would compromise the following elements:
Reporting addresses the needs of a range of stakeholders including:
Initially, decision makers need information that accurately reflects the strengths and limitations of the shortlist as a group, where there are experiences and skills in common, where others are missing or differentiate certain candidates. Each candidature is summarised in a risk benefit analysis, where their profile and proposition is rated relative to the demands of the role. Again overall strengths and limitations are noted along with the opportunity and risk which they represent. This is used to support a consultant led review with decision makers at the final phase of the selection process.
Candidates – whether successful or not – should receive feedback on the outcomes of the process and the assessment. Individual reporting identifies strengths and limitations relative to the competency areas assessed and is accompanied by 1-1 feedback. Psychometric data belongs to the candidates and is shared directly. The feedback session incorporates a review of this also.
Successful candidates focus on use of data in supporting on-boarding and on-going development. A development plan is produced which is shared with HR and is often also discussed in a three way conversation with the line manager or Chair, the individual and consultant.
As the gate keepers and owners of the selection process, HR plays an important part in ensuring that outcomes, data and insights are of maximum value to the organisation. Staying close to the selection of executives is one aspect, identifying key person risk and reducing it, validating succession planning and long range pipe line development require high quality data inputs, generated through assessment initiatives that span layers of leadership and functional groups. This can be articulated person by person or aggregated, giving broader organisational insights and strategic Talent priorities.
Our team of experts
Annabel Parsons
Global, Executive team/ C suite and Board
Dirk Murray-Palm
UK/German expertise
Sarah de Corday-Long
UK/ English speaking tier two/ management assessment
Research shows us that as executives become more senior they receive less and less feedback. As they move into the most senior and strategic roles, they need insights and data to allow course adjustment and direct development investment. Here we share case studies showing the importance of feedback.
The integration of a large European distribution business entailed assessment of acquired executive Talent. It was vital to quickly appraise core leadership capabilities and potential to deliver against restructured, larger roles and the overarching growth strategy.
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A UK PLC, FTSE 20 business in the construction sector planned to restructure the business, moving Group roles and headquarters from the UK to the USA, their largest market.
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A UK Financial services institution with recent leadership change, significant regulatory pressure and complex stakeholder challenges was seeking to appoint a new Chair of Trustees with exceptional EIQ to complement technical investment skills and experience.
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