We sat down with Adrianne McVeigh, the Executive Director
of Assessment Solutions at TalentQuest, to compile a list of
the top reasons why assessments like those offered through
this partnership are key in the executive selection process.
Panic. That’s the sound often heard in the voice of a nonprofit CEO when their Chief Financial Officer leaves, no matter the circumstances. Timing is rarely perfect.
Recruiting the right financial management partner is critical. Make a mistake and the negative consequences will quickly spread throughout your organization and beyond, damaging credibility, relationships and, in worst-case scenarios, your ability to retain key staff and obtain or maintain funding.
Ben Franklin had it right when he said, “If you fail to plan, you plan to fail.” Thinking through all aspects of a CFO transition before you begin your recruiting efforts will improve the likelihood of a successful outcome.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
This eBook is a proverbial shot-in-the-arm, intended to help HR executives and recruiters understand what it takes to leverage the latest networking and online engagement tools, and get out in front of your peers. We’ll offer the “why” and “how” of employer branding in a new media environment by looking at the adaptions marketers have made in the last five years. We’ll also look at innovative recruiting strategies that use new media to attract and engage knowledge workers.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
Panic. That’s the sound often heard in the voice of a nonprofit CEO when their Chief Financial Officer leaves, no matter the circumstances. Timing is rarely perfect.
Recruiting the right financial management partner is critical. Make a mistake and the negative consequences will quickly spread throughout your organization and beyond, damaging credibility, relationships and, in worst-case scenarios, your ability to retain key staff and obtain or maintain funding.
Ben Franklin had it right when he said, “If you fail to plan, you plan to fail.” Thinking through all aspects of a CFO transition before you begin your recruiting efforts will improve the likelihood of a successful outcome.
What does it take to be a relevant HR leader? This presentation will show you what you should be doing to enhance the credibility and respect your brand deserves.
This eBook is a proverbial shot-in-the-arm, intended to help HR executives and recruiters understand what it takes to leverage the latest networking and online engagement tools, and get out in front of your peers. We’ll offer the “why” and “how” of employer branding in a new media environment by looking at the adaptions marketers have made in the last five years. We’ll also look at innovative recruiting strategies that use new media to attract and engage knowledge workers.
Succession Planning & Management: Understanding the Whole PictureLauren-Glenn Davitian
Succession planning and management (SP&M) is a fundamental tool for the perpetuation of any organization and its key leadership. Well conceived, systemic, and deliberate SP&M processes do far more for an organization than merely plan for replacements. Strong SP&M processes align organizational goals so that core values are retained and the corporate vision is realized through continued successions. The complete video presentation may be viewed here: http://bit.ly/npvt_succession_copetv
Presented by Paula Cope of Cope & Associates Inc. (www.ConsultCope.com) on June 24 2010 as part of the NPO Maven Series presented by Common Good Vermont (http://commongoodvt.org). The video program may be viewed here:
Soft skills play a significant role in an individual’s abilities to perform and excel in a position. Knowing how to uncover them through open-ended behavioral questions is a skill.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
Predictive Hiring: Find Candidates Who Will Succeed in Your OrganizationHuman Capital Media
The facts are clear: Most companies today need to do a better job selecting talent. Recent survey data collected by the Corporate Executive Board indicates that nearly a quarter of all new hires leave their companies within a year, and that hiring managers wish they never extended an offer to one of every five members of their team. And a recent Gallup survey found that 52 percent of American workers were “not engaged” with their work.
Can you afford to miss an opportunity to learn how best-in-class organizations are using new technologies to scientifically assess talent before hiring, resulting in lower turnover, higher job performance and greater employee engagement?
In this presentation, you will:
Learn about new solutions that predict candidate success.
Discover how best-in-class organizations are incorporating these new solutions into their hiring process.
See the bottom-line results realized by these best-in-class practitioners.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
Unlocking The Potential Of Frontline ManagersShane Allen
Six Keys to Unlocking the Potential of Frontline Managers:
1) Identify employees with the capability and interest to be good managers.
2) Help your managers clarify their teams\' goals and roles.
3) Help your managers understand the people they manage.
4) Help your managers understand themselves and how they impact their people.
5) Don\'t assume your managers know how or when to coach
6) Minimize administrative work to give managers more time to develop people.
Not every management assessment is the same. Picking the right assessment approach could mean the difference between having an outstanding investment return and having to explain an ugly mess to your partners. Different options answer different questions, so you need to figure out what you most want to learn.
Soft skills play a significant role in an individual’s abilities to perform and excel in a position. Knowing how to uncover them through open-ended behavioral questions is a skill.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
Unlocking people data possibilities can shape your
strategy and help you make more informed decisions in your organization. Gut feel is good but data-driven is better.
Predictive Hiring: Find Candidates Who Will Succeed in Your OrganizationHuman Capital Media
The facts are clear: Most companies today need to do a better job selecting talent. Recent survey data collected by the Corporate Executive Board indicates that nearly a quarter of all new hires leave their companies within a year, and that hiring managers wish they never extended an offer to one of every five members of their team. And a recent Gallup survey found that 52 percent of American workers were “not engaged” with their work.
Can you afford to miss an opportunity to learn how best-in-class organizations are using new technologies to scientifically assess talent before hiring, resulting in lower turnover, higher job performance and greater employee engagement?
In this presentation, you will:
Learn about new solutions that predict candidate success.
Discover how best-in-class organizations are incorporating these new solutions into their hiring process.
See the bottom-line results realized by these best-in-class practitioners.
The ultimate hiring tool box for small medium businessDaorong Lin
Recruiting and hiring the right candidates takes time, energy, and patience. As a small business, you’re already running on empty. That’s why we at LinkedIn developed this hiring toolbox full of forms, checklists, templates, and tips for you to use at each stage of your recruiting and hiring process.
Unlocking The Potential Of Frontline ManagersShane Allen
Six Keys to Unlocking the Potential of Frontline Managers:
1) Identify employees with the capability and interest to be good managers.
2) Help your managers clarify their teams\' goals and roles.
3) Help your managers understand the people they manage.
4) Help your managers understand themselves and how they impact their people.
5) Don\'t assume your managers know how or when to coach
6) Minimize administrative work to give managers more time to develop people.
Not every management assessment is the same. Picking the right assessment approach could mean the difference between having an outstanding investment return and having to explain an ugly mess to your partners. Different options answer different questions, so you need to figure out what you most want to learn.
To select mean to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
group presentaion on 17 sept 2012 at karachi university subject Humen resource managment........ Hassan Khokher,Muhammad Waqas Rafiq,Muhamad waqas Raza.Waqar Ahmed.Husnain.......
Understand and Differentiate between strategic recruitment and selection.
Identify the dual goals of recruiting.
Comprehend recruitment process from organizational as well as individual perspective.
Identify what strategic decisions are involved in recruiting.
Explain the major recruitment methods and analyze their advantages and disadvantages.
Identify the basic selection criteria.
Design and administer an effective selection process.
Evaluate the three methods e.g., information gathering, tests and interviewing used in employee selection.
Appreciate varied contemporary interviewing techniques used by interviewers.
Design interview form and evaluation matrix.
There are several theories which explain the organization and its structure .Classical organization theory includes the scientific management approach, Weber's bureaucratic approach, and administrative theory.
It is always a tricky business when it comes to managing people. With the advancement of the digital age, human resource management has become more complex due to the following things: the transparency of social media, the persistence of software updates and the remoteness of international teams.
Running Head: Team Project 4
Organization Staffing Team Project: Prestige Staffing
By
Kayla Bailey
Allen Carman
Raymand Davis
Paereak Meng
Marsha Sturgis
MAN4320
Professor Turner
Florida State College at Jacksonville
Abstract Comment by Turner, Allison J.: I am recommending to all of the groups to add a brief conclusion at the end. It will summarize the basics of what this research project covered.
In this paper, it is discussed that how staffing and recruitment takes place and what prominent point a recruiter must keep in mind while going through this process. The HR manager must research the KSAO’s so that they come to know what theiris labor market demand and supply of their respective labor in the market. Bureau of Labor and Statistics (BLS) and O*Net help them to find these statistics. Before recruiting for a position, the skills, abilities and educational background must be defined so that it is easy for them to target potential candidates. Using the information fromat the O*Net and BLS, job descriptions, job briefs, and job responsibilitiesy must be properly defined. Online advertising on the brand page is a good way of treating prospective employees for interviews and application. Social media is a good source of recruiting candidate. Recruitment through a social media page of a company fosters a good impact on the candidate and they come to know about the culture of the company. Comment by Turner, Allison J.: reword Comment by Turner, Allison J.: Reword please. I have finished reading and I don’t think I found a stand out PROMINENT POINT A RECRUITER MUST KEEP IN MIND> If I did and missed it, I apologize! Comment by Turner, Allison J.: the leaders? Organization? Better word than them Comment by Turner, Allison J.: for the organization. Comment by Turner, Allison J.: The grammar in these sentences is in correct. Read aloud or ask someone else to read it to assist in rewording it.
Key Information for our Client – Prestige Staffing
We have analyzed/developed:
· Strategic Staffing Proposal for open positions for salespeople
· Forecasted number of employees to hire to handle 36,000 new customers
· Work force projections
· Recruitment methods to hire for each open position (Director Call Center, First Level Call Center Supervisors, Sales Account Representatives)
· Projected number of “hire ahead” employees
Issues addressed:
· Salaries for positions in the sales call center (based on O*NET)
· Knowledge, skills, abilities and other characteristics (KSAOs) required
· How the Strategic Approach to Job Offers relates to our staffing proposal
· If our client should use cognitive ability tests and why/why not
· If our client should use personality tests and why/why not
· How the hiring approach is supported
· How should our client analyze before, during, or after implementationing of our plan
KSAOs Required t ...
Employee & Customer-Based Business Transformations Qualtrics
How can companies link Customer and Employee insights and turn data into sustainable Change Plans that raise NPS? It isn’t enough to show leaders data insights and give them a list of ‘things to do’. In this session, we show you how to take leaders through a highly interactive and developmental process that addresses the Why, What and How of Change, building new mindset, capabilities and behaviors – that drive lasting business impact.
The Art & Science of Employee EngagementJustin Zawaly
Best practices and simple tips for business leaders. Learn how to capture, analyze, and take action on employee survey feedback from leading HR practitioners and I/O psychologists
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
Literature ReviewThe role of a Human Resource department is ev.docxSHIVA101531
Literature Review
The role of a Human Resource department is ever changing in today’s volatile business environment. Over the years HR have become a strong strategic partner within an organization by providing functions such as recruitment, training and development and retention. Human Resources in order to be strategic works directly with all levels of management in an effort to help with strategy and the growth of the company to meet their vision. One very important aspect is talent acquisition. Having the right people in key roles within the company is vital to the success and growth. Performing this function includes preparing a job description, recruiting, and then setting compensation. Then a crucial tool used by many HR departments is the process of job evaluations and performance reviews.
Method of Job Analysis
When a new job is created or a vacancy occurs, it is the role of a HR representative to fill that void. In order to perform this function they need to first understand what role they are trying fill and what skills and responsibilities this new role would require. By conducting a job analysis they are able to further define an important elements of any job and then search for the person or people that are a good fit for the company. As important as it is to perform a job analysis before looking for that new candidate, it is equally as important to select the correct job analysis method. Some popular job analysis methods are Observation, Individual Interview and Structured Questionnaires. Organizations choose methods based on various guidelines that are all link to the job responsibilities, company culture and size of the organization. Each organization must select which methods are the best match for their candidate search. The Observation method includes studying someone while they perform their job in an effort to better understand the tasks and duties necessary to this particular job. The advantages are, the observer can obtain first hand knowledge and information about the job being analyzed. This can provide an accurate picture of the candidate ability to do the job at hand. Other Job Analysis methods such as the interview or questionnaire only allow HR to indirectly obtain this information. With other methods there is a risk of omissions or exaggerations are introduced either by the incumbent being interviewed or by items on the questionnaire.
The next method is the Interview method; this method involves conducting interviews of the person leaving this position to gain insights into what duties they perform. Interviews can also be conducted on other employees performing the same job but in most cases start with the HR manager. The advantages are that it allows the incumbent to describe tasks and duties that are not observable. The disadvantage is the candidate can exaggerate or omit tasks and duties. The interviewer must be skilled and ask the proper questions.
The Structured Questionnaire method uses a standardized ...
Objective I am seeking employment with a company where I can us.docxcherishwinsland
Objective: I am seeking employment with a company where I can use my talents and skills to grow and expand the company. Also, I want to succeed in a stimulating and challenging environment, building the success of the company while I experience advancement opportunities.
Education & Qualifications: BSc Administration Management, May 2017
Western Kentucky University
· Fluent Arabic and English
Work History: Admin clerk, Aug 2010 – Jan 2011
Saudi Airlines - Riyadh
Personal Skills Strengths & Profile:
· Quick learner, keen to learn and improve skills
· Self-motivation and ability to take the initiative.
· Problem solving skills
· Ability to work well under pressure
DEVELOPING YOUR
PERSONAL CAREER PLAN
Deliverables:
1. Complete the Personal Career Plan Tools in the Appendix at the end of the document. You should copy and paste the tools into a separate word document. Name the document YourlastnameCareerPlanTools.doc. You will upload this document to the Assignments area in Blackboard.
2. Create a personal resume. Name the document YourlastnameResume.doc. You will upload this document to the Assignments area in Blackboard.
3. Write a 3-5 page reflection paper (12 point font, double spaced) addressing your personal experience in Career Planning. Address each component from the Six-stage Career Development model included in this packet. (See page 2.) What did you learn from this exercise? You may need think about activities you would like to do for Steps 5 and 6 to include in this assignment. This paper is based on your thoughts and supportive documentation is not required.
Objectives of the Personal Career Strategy Assignment
1. Identify characteristics/attributes in support of your personal career brand.
2. Explore personal and University of Louisville institutional assets that will enhance your education and job search process.
3. Package past activity and build clear future goals.
Developing Your Personal Career Strategy
Successful organizations create strategic plans to provide a long-term vision of what they aim to become. They also specify goals and related objectives and then strategic plans that will take them incrementally toward the realization of the vision. This process parallels as a useful paradigm for successful career management. This document can help you develop a personal career management strategy and plan. It gives an overview of the career development process and brief description of each stage and introduces exercises culminating in your own plan.
The 6 Stages of Career Development
The model below depicts the six stages of the career development cycle. In progressing through the stages, you will develop goals and strategies for pursuing a satisfying career. Over time, you will cycle through the process again as you evolve. Career decisions are not one-time events, but steps in a life-long career development process. Research indicates that, on average, people change jobs seven times and careers.
Measurement is the first step that leads to control and eventually to improvement. If you cannot measure something, you cannot understand it. If you cannot understand it, you cannot control it. If you cannot control it, you cannot improve it.” ― H. James Harrington
Workplace surveys are one of the most common tools used to sense employee pulse and learn what is important to employees. They are generally used to measure satisfaction levels, concerns, and confidence at work. Surveys provide hidden insights on specific as well as broad issues that go unnoticed by the management.
However, conducting a survey is only the first step towards greater engagement. The biggest failure of a survey happens when a survey is conducted before any action is taken for the last survey conducted. Creating a plan to act on the results and implement changes that are visible to others is equally important.
Similar to 15 Reasons Why Assessment is Key in Executive Selection (20)
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
2. In the Fall of 2015, Matteson Partners and TalentQuest,
two highly revered names in the Executive Search industry,
announced a formal partnership after a 20-year working
relationship. As part of this partnership, Matteson Partners,
the premier Executive Search firm, now offers TalentQuest’s
cloud-based talent management suite of solutions to their
client base. Additionally, Matteson Partners now provides
executive search services for TalentQuest.
This new industry alliance allows clients to interface
with Executive Search experts while gaining access to
the highest quality talent management software solutions
in the industry. This includes the use of highly powerful
assessments pre- and post-hire to ensure the most effective
hiring process possible.
WesatdownwithAdrianneMcVeigh,theExecutiveDirector
of Assessment Solutions at TalentQuest, to compile a list of
the top reasons why assessments like those offered through
this partnership are key in the executive selection process.
3. P R E D I C T I N G
C U L T U R A L F I T
01
B U S I N E S S P R O B L E M :
When business leaders are seeking to make key
hires, how do they predict who will best fit into
the culture of the hiring company?
A N S W E R :
Business leaders need to be able to accurately assess
and read their own culture. Sometimes what top leaders
think is their culture is not what actually plays out at all
levels. Do they have processes in place to ensure that their
culture is a purposeful and meaningful thing rather than an
accident? What processes do they have in place to ensure
that employees are conducting themselves in alignment
with cultural values?
Business leaders also need to be able to define their
culture and values in simple and powerful terms so
they appeal to those who are aligned with it and so
that we can effectively evaluate for culture fit.
Assessments can help organizations undergo this process
with more purpose. These days, company culture is a
huge selling point for new employees, potential partners,
and customers. Candidates want to work for and with
organizations where they share similar values and
priorities. It’s not just a feel-good, sound-good issue
anymore. Millennials and others are making job decisions
based on company culture.
GETTING A
WELL-ROUNDED
EXPECTATION OF A
CANDIDATE IN THE
ROLE BEFORE YOU
EVER HIRE THEM
02
B U S I N E S S P R O B L E M :
Is the assessment key to both pre-hire and post-
hire? Why?
A N S W E R :
Assessment is most definitely key to both pre- and post-
hire. With regard to pre-hire, the assessment is critical to
determining culture fit and whether or not the candidate
has the necessary competencies and capabilities to succeed
in the role. It adds a layer of critical information that
can be used to compare candidates and improve the
selection process.
Post-hire, the results of the assessment are best used to
inform the onboarding process. They help the manager
better understand how to communicate with and
support the selected candidate so that they can
get up to speed (and stay there) as fast as possible.
Assessment results and recommendations can also serve
as the foundation for an individual development plan. This
helps ensure the individual is maximizing their strengths
and developing/minimizing their areas of weakness. It also
helps the individual maintain momentum and encourages
growth in their career, which in turn keeps the employee
engaged and can lead to increased retention.
4. M E A S U R I N G
T O P
P E R F O R M E R S
03
B U S I N E S S P R O B L E M :
When you are hiring, how do you predict and
measure top performers? Do you validate
performance post-hire versus pre-hire?
Additionally, how do you then adjust your ideal
candidate profile?
A N S W E R :
We look at both high and low performers in a role and
seek out factors and key traits that differentiate them. We
then seek candidates that possess the traits of those high
performers. This success profile should be reassessed
on a consistent basis to account for shifts in the role,
the organization, and success drivers.
Alternatively, when you’re looking at a role with few
incumbents and not enough people with which to preform
a strong analysis, you must take time to truly understand
the role, the culture, and the competencies and personality
traits that are going to drive success.
5. R E T A I N I N G
T O P T A L E N T
04
B U S I N E S S P R O B L E M :
What are three success factors in attracting and
retaining top executive talent?
A N S W E R :
• Understand the organization: Get down to the nitty
gritty. Figure out what really works and how change
happens. Analyze who is successful at the organization and
why.
• Understand the candidate: We all have our strengths,
quirks, and faults. How will these play out if this candidate
is placed into this culture? Is it a recipe for success or a
disaster waiting to happen?
• You’re not done when they sign on the dotted line: If
you want to ensure a candidate’s successful integration into
a culture, understand that it takes time and a significant
effort. Create a plan and provide the necessary support
and communication to ensure that you’re dealing with
any hiccups and issues before they grow and solidify.
The onboarding process in reality is closer to 18 months,
yet many organizations feel that once they’ve given the
candidate a laptop, ID badge, and updated the org chart,
their job is done!
6. MATCHING A
CANDIDATE’S
CORE VALUES
WITH THOSE OF THE
ORGANIZATION
05
B U S I N E S S P R O B L E M :
What measures should be taken to match the
executive candidate’s core values with those of
the organization?
A N S W E R :
At TalentQuest, we use the TQ16 Assessment. It evaluates
16 different personality factors and we look for alignment
between these factors and the values that are at the core
of an organization (i.e., creativity aligned with innovation,
conscientiousness in a risk-averse and process-oriented
organization.) In addition to the TQ16, you should
look at emotional intelligence, communication skills,
and conflict style. There are many factors that can trip
executives up if they are mismatched with the values and
culture of an organization, including how they manage
problems, communicate with colleagues/clients, and how
aware they are of themselves and others.
A S S E S S I N G
A N D
L E V E R A G I N G A
C A N D I D A T E ’ S
E M O T I O N A L
I N T E L L I G E N C E
06
B U S I N E S S P R O B L E M :
How do you assess a candidate’s Emotional
Intelligence, meaning how the personal will get
along and interact with people?
A N S W E R :
There are various measures that can be taken to evaluate
emotional intelligence. One example is a comprehensive
interview during which targeted behavioral questions are
asked. It’s important to understand how the person
has built relationships and navigated challenging
interpersonal relationships in the past. How have they
influenced others? What is their management style and
how adaptive and flexible is it when required?
7. K E E P I N G
E M P L O Y E E S
E N G A G E D ,
I N S P I R E D ,
A N D
M O T I V A T E D
07
B U S I N E S S P R O B L E M :
Motivation is key to keeping any employee active
and engaged. How do you assess the unique
qualities that drive one’s behavior (i.e., passions,
motivations, etc.?)
A N S W E R :
Much of this is accomplished through behavioral
interviewingandbyunderstandingtheprocessbywhichthe
candidate has made critical decisions about their life and
career path. Don’t simply evaluate whether the candidate
has a strong work ethic. Instead, understand why they
work hard and what people, situations, and contexts
have energized them and helped elevate them to the
next level of their career.
8. S T R E A M L I N I N G
T H E
O N B O A R D I N G
P R O C E S S
08
B U S I N E S S P R O B L E M :
Executiveonboardingisoftenakeytoaccelerating
success and reducing hiring risk. What best
practices do you recommend incorporating into
the candidate vetting process that will improve
onboarding and speed the successful integration
of a new executive into the existing leadership
team?
A N S W E R :
• Truly get to know the candidate via a comprehensive
executive assessment.
o How has the candidate assimilated in past
companies and new roles?
o How have they handled situations where they
had to “drink from the fire hose?”
o How supportive is the organization likely to be
and will this match with the candidate’s needs for
support, structure, self-sufficiency, etc.?
• Leverage this assessment to create an individual
development plan for them.
• Help the manager understand the strengths and
weaknesses of the candidate clearly so they can support
them, communicate with them, and motivate them
effectively.
• Allow the candidate to be an equal part of the process.
Open up lines of communication so they can interact with
leaders and employees and independently explore the
culture and values.
• Allow them to meet and interview with multiple people at
the organization.
• Be realistic about the challenges they will face and the
expectations that will be placed upon them.
• Be clear on the support and resources that will be
available to help them adjust, overcome challenges, and be
successful.
• Assign them a buddy or mentor to help them learn and
navigate the politics and culture when they arrive.
• Through coaching and mentoring, help the candidate
understand the personalities and dynamics on the team
and how to best navigate them.
9. MITIGATING
THE RISK OF
TURNOVER
EARLY ON IN THE
SEARCH PROCESS09
B U S I N E S S P R O B L E M :
Forty percent of senior executives leave
organizations or are fired/pushed out within 18
months. Oftentimes, this is a result of culture
mismatch among the senior leadership team.
What measures can be implemented early in the
search process to mitigate this turnover risk?
A N S W E R :
We recommend using a comprehensive measure of
personality (like the TQ16) early on in the search process.
The results of this measure will indicate which
candidates are more and less of a fit for the role and
culture. This assessment will also identify possible red
flags that you can then explore in more depth during the
interview process.
ASSESSING AN
ORGANIZATION’S
CULTURE
10
B U S I N E S S P R O B L E M :
At the executive level, there is emphasis placed on
the cultural fit of the executive to the organization.
How can you assess or predict if an executive will
be the “right” cultural fit?
A N S W E R :
First, get to know the culture. The real culture. To do
that, you should:
• Look at collateral that describe the organization, its
culture, and values.
• Interview the key leaders in the organization to understand
how that culture actually comes to life.
• Get a firm understanding of what traits and issues have
created the most friction in past hires. Evaluate where the
culture may be shifting.
• Take a look at the broad culture, but also the subcultures
of the key teams and customers that the executive will be
working with.
• Critically analyze the personality traits and styles that will
fit within these cultures and those that will cause problems
and frustration for both the candidate and the organization.
Second, get to know the candidate. Assessments will help
you dive deep into their personality, their history and their
goals to understand how they will fit and where the pain points
may lie. You can also assess the severity of these pain points
and how likely they are to change with effort and focus.
10. I D E N T I F Y I N G
C H A N G E -
A G E N T S
11
B U S I N E S S P R O B L E M :
Let’s say an organization is seeking a cultural
change or shift – how would you measure if an
executive will be a good “change-agent” in a role?
A N S W E R :
You must first understand what this shift is and what the
reactions may be from employees and customers. What
is the history this organization is saddled with that could
influence this change and the receptivity to it? Who is
supporting this change and who isn’t?
When evaluating the candidate, look at how they have led
and managed through change in the past. What strategies
have they used to influence and unite others around
a common vision and goal? How did they leverage
relationships, political savviness and self- and other-
awareness techniques (EQ) to approach change in an
effective manner?
Successful change is often associated with successful
communication, so you should assess their style and use of
communication during dynamic and challenging situations.
In terms of personality, you should look at the individual’s
receptivity to change, their passion for change, and their
ability to moderate and adjust this based on what WORKS
within an organization. What you don’t want is a candidate
so enthusiastic and impatient for change that they can’t
slow down long enough to get others excited and on board.
It’s important to note. Just because they’ve been a successful
change agent or turnaround person at other companies
does not mean it will work in this culture. Each organization
is as unique as the individuals that comprise it!
11. 12
USING
SPECIFIC
INTERVIEWING
TACTICS TO
PREDICT FUTURE
SUCCESS
A N S W E R :
Studies do show that past behavior is the best predictor
of future behavior, which is why behavioral interviewing
is used so often. It’s easy for candidates to tell how
they would handle a certain situation and sometimes
that provides valid and useful information, but it is
even more valuable to understand how they already
did handle a certain situation. From an assessment
perspective, you can typically see patterns in how an
individual approaches certain situations, problem solving,
etc. These patterns are quite ingrained by the time these
candidates are being considered for executive level
positions.
In terms of future success, there are a few factors that tend
to be most predictive of success overall:
• Smarts (do they have the horsepower) and
conscientiousness (an aspect of personality.) Also,
an increasing number of studies are pointing to the
importance of emotional intelligence (EQ) as a predictor
of success, especially at the executive level.
• There is no single test that is the best predictor. It is, in
fact, the combination of tests and tools that best predicts
job performance.
• The highest correlation is between multi-measure
tests (cognitive and personality and interests) and job
performance.
B U S I N E S S P R O B L E M :
At the executive search level, behavioral
interviewing (past success predicts future
behavior and success) seems to be on the rise.
From an assessment perspective, is there any
truth to this notion in an anecdotal way? Are
there elements of assessment (psychological,
academic, or other) that are predictive for future
success?
12. R E D U C I N G
T H E C H A N C E
O F A H I R I N G
M I S T A K E
13
B U S I N E S S P R O B L E M :
Has there ever been a time when an executive
assessment was completely off, or wrong? What
happened in this scenario?
A N S W E R :
Not to brag or anything, but it’s pretty rare due to the
comprehensive nature of the assessments and the training
of the consultants who conduct them. Having said that,
it’s not an exact science. There are always people who are
very good at being who you want them to be during the
interview process. Luckily, additional testing used during
the assessment process is much harder to fake.
Problems typically arise when:
• The key leaders within an organization are not realistic or
honest about what they expect a candidate to do and their
willingness to support the candidate’s success in doing so;
e.g., we want the candidate to change X but in reality, we
are going to do things that make this hard.
• The candidate needs support in order to integrate into the
culture but little exists. They are left to flounder and find
their own way.
13. E V A L U A T I N G
T H E F A C T S I N
A N U N B I A S E D
W A Y
14
B U S I N E S S P R O B L E M :
There are some individuals, even at the executive
level, that think assessment is not an important
factor for selection. What information can be
given to change their opinion?
A N S W E R :
Consider how many times you’ve hired someone based on
gut and have gotten burned. Does that lead to turnover? In
reality, your gut can be fooled. Tests and trained assessors
aremuchhardertofool.Whenyou’recomparingacandidate
to a success profile, it is virtually impossible for them to
understand the complexity of the profile and try to answer
questions in order to look favorable.
Next,lookatstatisticsoninterviewing.Manymanagersthink
they are good interviewers but the numbers say otherwise.
Interviews are the most common component of the hiring
process but should be taken with a grain of salt. A study
completed in 2000 out of the University of Toledo shows that
judgments made in the first ten seconds of an interview can
predict the outcome of an interview. Herein lies the problem:
the first ten seconds are useless and the average interviewer
spends the remaining time confirming what they think of
someone rather than truly assessing them.
Finally, assess the true costs of making the wrong hire
(usuallyabout$80,000.)Thecostofusinganassessment
andgettingprofessionalhelp(comprehensiveexecutive
assessment) is worth it and is increasingly worthwhile
as you enter the top ranks of an organization.
14. F I N D I N G A
C O M M O N
G R O U N D
A M O N G
S U C C E S S F U L
E X E C U T I V E S
15
B U S I N E S S P R O B L E M :
Over the past few years, much has been published
on the success of executives who may have an
impressive academic background, but never
graduated from higher education, i.e., Richard
Branson, Mark Zuckerberg, Michael Dell, Barry
Diller. Is there a common personality trait or
aptitude among these individuals?
A N S W E R :
• Intelligence: Whether they completed degrees or not,
these are people who think quickly, learn quickly, recognize
patterns, and demonstrate a genuine curiosity in the world
around them.
• Drive: They have an innate need to make things happen.
They are impatient when progress stalls. They convey
a sense of urgency and excitement to others. They hold
themselves and others to a higher standard.
• They think big and they think broad: They have a
creative mindset and a willingness to imagine “what if?”
They can generate a compelling vision that others can get
behind and feel part of. They don’t let status quo or history
limit their ideas and creativity.
• They build teams and people: They didn’t get there
alone. They used interpersonal, communication, and
leadership skills to bring the best out in others and create a
synergy from others’ efforts and skills. They were quick to
see potential and strength and put it to work. They helped
mitigate weaknesses in direct reports through coaching
and support rather than writing them off.
15. ABOUT THE
CONTRIBUTORS
A D R I A N N E
M C V E I G H
Dr. Adrianne McVeigh is an organizational psychologist
and talent management professional with over nine
years of executive-level experience. She currently serves
as the Executive Director of Assessment Solutions
for Atlanta-based TalentQuest, a firm that provides
comprehensive talent management solutions. Highly
skilled in human capital assessment to inform selection
and leadership development, Adrianne enjoys coaching
and developing senior executives, as well as innovating
products and managing broad-scope initiatives that build
talent throughout the employee lifecycle (select, manage,
develop, retain.) Her passions lie in enhancing senior
team effectiveness, designing assessment approaches to
determine competency- and culture-fit, and consulting with
leaders in the areas of people management and succession
planning. Adrianne’s clients range from startups to Fortune
50 with industries served including: financial services,
healthcare, retail, manufacturing, utilities, technology,
professional services, insurance, and pharmaceuticals. She
holds a Ph.D. in Clinical-Community Psychology from the
University of South Carolina.
Sarah Walpert is Co-founder and Chief Marketing Officer
at Ingenium Marketing, the sister company of Matteson
Partners and ExactSource. Her primary role includes
developing branding, communications, and inbound
strategies for Ingenium clients. She also directs the
creative department. Sarah’s passion lies in developing
personal connections with her clients, getting to know their
businesses from the inside out, understanding their pain
points, and devising creative solutionswith measurable
results, allwhile staying true to theirbrandand core values.
Sarah speaks regularly at conferences and industry events
across the country. Sarah is founder and director of the
Ingenium intern program through which she and her team
trains and mentors the next generation of marketers.. She
graduated with honors from the University of Georgia with
a degree in Journalism from the Grady College.S A R A H
W A L P E R T
16. CONTACTS
M A T T E S O N P A R T N E R S
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