"Recent research suggests that at least 40% of those moving into a new role will fail.  For CEO's the statistic is closer to 60%.  Failure represents a major setback for the executives concerned and missed opportunity for the organization in question.  Inadequate definition of the role, poor recruitment practices and lack of openness during the hiring process all play their part.  High on any list of why those moving into a new role stumble, however, is that they are given little or no support during the crucial integration period."  (John O. Burdett, from his book New Role, New Reality)

Recruiting a new member of the executive team is one of the most import responsibilities for the Board or CEO.  Depending on the circumstances, you may choose to conduct your own recruitment campaign or you may engage a professional executive search firm to present a short list of candidates.  Regardless of which path you chose, it is often helpful to have a truly independent resource to support the process and ensure the best possible outcome.  An effective recruiting process contributes directly to better retention.

You can draw upon my 35 years experience in executive search to provide cost effective support for your recruitment activities.  I will work directly with your internal resources (search committee or designated team member) to plan and guide a professional in-house search process.  Alternatively, I can act as your representative to interface with and coordinate the work of an external professional search firm.   In either case, my contribution would be focused in the following critical areas:

Criteria Development

Success in the recruitment process depends on a clear position profile and a substantial set of selection criteria being developed before you begin.  Properly documented selection criteria guide the sourcing strategy, become a tool for screening and are essential to an objective assessment/selection of a successful candidate.  The criteria should include consideration of the culture of the organization and the interpersonal "chemistry" that will ensure a good fit with the team.   Too often, people are selected for what they know … and are later fired for who they are!

Interview Preparation & Coaching

Due Diligence & Selection

Once your search process has delivered two or three "finalist" candidates and you are confident one of them can do the job, its time for a thorough "due diligence" process to validate your impressions of each candidate and verify their capabilities before the selection decision is made.  I will conduct and coordinate a due diligence process involving the following activities:

• "360-degree" Reference Checks – boss, peers, subordinates and external customer or supplier
• Psychometric Assessment - instruments designed to objectively identify and measure "soft" skills and personal traits
• On-Site Informal Meeting - finalist candidates meet with key stakeholders (boss, peers and subordinates) over coffee or tour of operations to more fully the potential fit and chemistry. 

New Hire Orientation and Integration

Through the criteria development, interviewing and due diligence processes, I develop a unique understanding of the organization and the successful candidate.  This insight equips me to assist you in developing a plan and process for integration of the new executive into the team.  The integration plan should include early opportunities for learning about the nuances of organizational structure (roles & relationships); understanding the core business processes; sharing information about the history/culture of the organization; and coaching on how to quickly become accepted as a contributing member of the team.