Sucesses
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The Candidate Success Profile

  • Various studies show us that almost 50% of new hires in executive positions fail in the first two years. Clearly, we need to find better ways to recruit, evaluate, and select executives and other key managers and professionals. There is much more to evaluating a candidate than sizing up background and experience.  A candidate can be a perfect match for a position based on experience and fail absolutely for reasons that are not immediately apparent.  How well an individual performs is more related to how well he or she adjusts to the new organization and how the company accepts the new manager.  The values, culture and operating style must be compatible.  Our disciplined approach to recruiting and evaluation will greatly improve the success rate of our candidates.
  • Greater emphasis, therefore, has been put on the "soft" capabilities of management.  Today CEOs are telling us:
    • "Find me a person who can introduce change/change the perspective of /get the group/company thinking in a different direction."
    • "Find me someone who has the capacity to lead a revolt in this organization."
    • "Find an individual who has the consulting/listening skills to produce relevant change in our organization."

  • We therefore developed a Candidate Profile which would accomplish the following:

  1. Develop a method that will capture the dynamic impact of a given         position on the organization.

  2. Improve the accuracy in evaluating candidates who may fit the position profile.

  3. Do this in a transparent way to the search/recruiting process -- improving client's ability to select the right candidate.

The Candidate Profile follows the following guidelines:

MISSION - Capture the central mission of the position
OBJECTIVES - Identify the key objectives; both short-term and longer-term
INTEGRATION - Integrate the mission and objectives with the key responsibilities, key relationships and other requirements for the position
CRITICAL SUCCESS FACTORS - Identify what must absolutely go right for the position to be successful over the first year; over the second year
CRITICAL FEW SKILLS - Identify the specific "critical few" skills and competencies which the candidate must possess ("must" have versus "should" have or "nice" to have)
EVALUATION - Determine what questions we need to ask/what information we need to obtain to evaluate the competency level or skill level or "fit" of the candidate
EVALUATION TOOL - Develop a tool for the hiring executive to use to assist in the evaluation of the candidate; focus on the important issues; and compare one candidate against others
INTEGRATION - Offer continued support in the integration of the successful candidate into the client's organization