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Casual Articles - Top Ten Tips For Hiring A Senior Executive
How do human resources departments decide to give up their own humanity? Does it happen overnight, I wonder, or is it more often a gradual decline into anonymity--a slippery slope that lands them in the muck without anyone's conscious intention?Someone once told me that a frog can be boiled alive simply by placing it in a cold pan and turning up the heat very slowly. According to the story, a frog's nervous system can not detect the subtle changes in temperature, and it will remain placidly in the pot as it is gradually cooked to death.I don't know whether this is true--and it is far too cruel an experiment to attempt--but certain human resources departments tend to bring these frogs to mind. I imagine the poor souls who work in these divisions sitting quietly in their cubicles as all forms of genuine human interaction are subtly removed from their job descriptio
Check references, less for the reference itself and more for a hint on the candidate’s strength and weaknesses and an understanding of how to work with and/or manage them later. Also get referrals to references the candidate did not give you through your own rolodex or from the references they did give. These are MUCH better reference checks as they are not friends, prepped or hand selected for the best or ideal work experience and perception. We all have weaknesses, if the reference is not providing you with any they are not a good reference.
Take your time to negotiate a package. The best candidates are going to want the best packages as they know what they are worth in the marketplace, not matter what the current conditions may be. You do not want someone working for your company as an executive that does not understand their worth in the marketplace. If they don't negotiate the best deal for themselves how could they do it for your company? -- The table will turn the minute they join the company and you will get back 10 fold on those negotiation and market knowledge skills,
In our modern world, we are bound by time. This being the case, we have certain expectations about how long it will take us to accomplish our various tasks. Time often becomes distorted through our perceptions and expectations. Why do some afternoons speed by faster than others? Why do we finish projects just one minute before the deadline? Parkinson's Law states that work expands to fill the time available. So, if a project is given a three-month deadline, it will take the full three months to complete. If that very same project is given a six-month timeframe, it will still take the full six months to complete, even though it could easily be completed in three. It may sound strange, but this law holds weight because the time allotted for completion of a project sets our expectations. It is actually our expectations that influence
A structured approach to hiring that includes all of the following items must ALWAYS be followed for any senior level hire (VP and above), where the cost of mistake can often be a six-figure sum. Understand the direction in which the Board of Directors wants to take the company over the next few years and how the requisite skills are represented or missing on the current management team. Understand and be prepared to provide the necessary resources for growth. These are not difficult to define at the macro level and the new executive will certainly fill in the details later. Consider the possibility of hiring a consultant to do a "quick and dirty" job on this to get it in the right ball park. This will be money well spent as it will define who you will want to recruit and without it you are basically shooting dice.
Develop a detailed job description, with specific attributes and personality traits, which will help the company to accomplish its goals over the next few years. If you do not a have complete vision/plan then you need to seriously consider an interim executive develop one, taking into consideration the current management team's depth and skills. Specific personality traits and success at specific functions are the most important criteria, not education, name brand company experience, or popularity. Staying on track with these priorities is difficult and must be managed by the most senior person available.
Circulate this job description to obtain input and comments from your Board and those senior executives that will have to work for or closely with this executive.
Decide on the interview process and order. Who will interview the candidate? Who will have final veto power or ultimate hiring authority? Who will interview as a courtesy, but not be a large factor in the hiring decision because they do not have the necessary experience to provide valuable input? Many companies fail here because they use people to screen without any experience in the skill set they are looking for. You should be leveraging your Board and network for people with the exact experience you are hiring during a FIRST interview. Recruiters generally only compare criteria on paper, they have rarely done that job before and therefore typically can not give a very credible opinion on the candidate’s ability to perform. Senior executive should never be interviewed in depth by an HR or personnel person. This can discourage the best candidates who should not be made to think the organization is so political that they would be beholden to the staff person in charge of coordinating candidates. This person should only coordinate interviews; they do not have the skill sets to screen high-level candidates.
Have the team meet immediately after each interview, by phone if necessary, to review their feelings about the candidate. Have the senior executive in charge of the final hiring decision structure the meeting and review process to focus on the key elements needed to make the executive successful in that position. The focus should not be on personality or other softer attributes they tend to dominate group discussions and opinions sometimes. While the chemistry must work, and there is a threshold here, the skill set and personality type being appropriate to the specific position will be a larger success factor. For example, an accounting position usually requires a personality type with attention to detail and a conservation approach, while a sales position requires strong people skills, a personality that is not deterred by constant rejection and an ability to manage their time and activity well to drive results.
Network first, and then consider an advertisement as a second resource. Make use of an executive recruiter as a last resort only after a first look at available candidates and if you do have not found several good choices. I have been recruited for a huge fee after that same company got my resume and a direct phone call first. That was a wasted $50,000 fee by the company! Remember, less than 15% of positions are filled by executive recruiters. You can easily conduct a confidential search on your own using a PO box, directors' homes for interviews, non-disclosure agreements as well as other easy and convenient techniques.
Interview until you have at least 3 strong candidates, but compress them into as short a time span as possible because the best candidates will become unavailable the quickest. Using an interim executive can allow you to say "We do not have a GREAT candidate yet" and will allow you to wait for a better set. Repeat this process as long as necessary until the right candidate is found. Compromises here are very costly so you do not want to be under the gun.
Check references, less for the reference itself and more for a hint on the candidate’s strength and weaknesses and an understanding of how to work with and/or manage them later. Also get referrals to references the candidate did not give you through your own rolodex or from the references they did give. These are MUCH better reference checks as they are not friends, prepped or hand selected for the best or ideal work experience and perception. We all have weaknesses, if the reference is not providing you with any they are not a good reference.
Take your time to negotiate a package. The best candidates are going to want the best packages as they know what they are worth in the marketplace, not matter what the current conditions may be. You do not want someone working for your company as an executive that does not understand their worth in the marketplace. If they don't negotiate the best deal for themselves how could they do it for your company? -- The table will turn the minute they join the company and you will get back 10 fold on those negotiation and market knowledge skills,
Today I'd like to talk about the skill set required to start a business. Specifically, do you need to have a background in engineering?I hear this used most frequently as an excuse."It's just too technical for me to understand.""I was never good with numbers.""Things have changed so much since I was in school."But at the end of the day, these are just that: excuses. I'm here to tell you that engineering is not only NOT required to start a successful business, it could actually hurt your chances! And this is coming from someone who has their degree in engineering! Engineers are preoccupied with what is possible and what isn't. Entrepreneurs don't care what others consider possible, and frequently attempt the impossible.Engineers are focused on the present. They hav
Circulate this job description to obtain input and comments from your Board and those senior executives that will have to work for or closely with this executive.
Decide on the interview process and order. Who will interview the candidate? Who will have final veto power or ultimate hiring authority? Who will interview as a courtesy, but not be a large factor in the hiring decision because they do not have the necessary experience to provide valuable input? Many companies fail here because they use people to screen without any experience in the skill set they are looking for. You should be leveraging your Board and network for people with the exact experience you are hiring during a FIRST interview. Recruiters generally only compare criteria on paper, they have rarely done that job before and therefore typically can not give a very credible opinion on the candidate’s ability to perform. Senior executive should never be interviewed in depth by an HR or personnel person. This can discourage the best candidates who should not be made to think the organization is so political that they would be beholden to the staff person in charge of coordinating candidates. This person should only coordinate interviews; they do not have the skill sets to screen high-level candidates.
Have the team meet immediately after each interview, by phone if necessary, to review their feelings about the candidate. Have the senior executive in charge of the final hiring decision structure the meeting and review process to focus on the key elements needed to make the executive successful in that position. The focus should not be on personality or other softer attributes they tend to dominate group discussions and opinions sometimes. While the chemistry must work, and there is a threshold here, the skill set and personality type being appropriate to the specific position will be a larger success factor. For example, an accounting position usually requires a personality type with attention to detail and a conservation approach, while a sales position requires strong people skills, a personality that is not deterred by constant rejection and an ability to manage their time and activity well to drive results.
Network first, and then consider an advertisement as a second resource. Make use of an executive recruiter as a last resort only after a first look at available candidates and if you do have not found several good choices. I have been recruited for a huge fee after that same company got my resume and a direct phone call first. That was a wasted $50,000 fee by the company! Remember, less than 15% of positions are filled by executive recruiters. You can easily conduct a confidential search on your own using a PO box, directors' homes for interviews, non-disclosure agreements as well as other easy and convenient techniques.
Interview until you have at least 3 strong candidates, but compress them into as short a time span as possible because the best candidates will become unavailable the quickest. Using an interim executive can allow you to say "We do not have a GREAT candidate yet" and will allow you to wait for a better set. Repeat this process as long as necessary until the right candidate is found. Compromises here are very costly so you do not want to be under the gun.
Check references, less for the reference itself and more for a hint on the candidate’s strength and weaknesses and an understanding of how to work with and/or manage them later. Also get referrals to references the candidate did not give you through your own rolodex or from the references they did give. These are MUCH better reference checks as they are not friends, prepped or hand selected for the best or ideal work experience and perception. We all have weaknesses, if the reference is not providing you with any they are not a good reference.
Take your time to negotiate a package. The best candidates are going to want the best packages as they know what they are worth in the marketplace, not matter what the current conditions may be. You do not want someone working for your company as an executive that does not understand their worth in the marketplace. If they don't negotiate the best deal for themselves how could they do it for your company? -- The table will turn the minute they join the company and you will get back 10 fold on those negotiation and market knowledge skills,
Q. What's the biggest complaint CEO's have about their Boards? A. "The Board is a waste of time - it doesn't add any value."Q. What's the biggest complaint Board members have about their Boards? A. "This Board feels like a waste of time - it doesn't feel like we're adding any value."Q. What's going on here? A. Who said the role of the Board is to add value?It's not - at least not in the context of masterminding the next I-Pod or the next strategy for outsourcing production to India. That's up to the management team.The role of the Board is to govern - some Boards are even called Boards of 'Governors'. There are 5 key elements of governing effectively: ensuring that the organization has the right CEO
Have the team meet immediately after each interview, by phone if necessary, to review their feelings about the candidate. Have the senior executive in charge of the final hiring decision structure the meeting and review process to focus on the key elements needed to make the executive successful in that position. The focus should not be on personality or other softer attributes they tend to dominate group discussions and opinions sometimes. While the chemistry must work, and there is a threshold here, the skill set and personality type being appropriate to the specific position will be a larger success factor. For example, an accounting position usually requires a personality type with attention to detail and a conservation approach, while a sales position requires strong people skills, a personality that is not deterred by constant rejection and an ability to manage their time and activity well to drive results.
Network first, and then consider an advertisement as a second resource. Make use of an executive recruiter as a last resort only after a first look at available candidates and if you do have not found several good choices. I have been recruited for a huge fee after that same company got my resume and a direct phone call first. That was a wasted $50,000 fee by the company! Remember, less than 15% of positions are filled by executive recruiters. You can easily conduct a confidential search on your own using a PO box, directors' homes for interviews, non-disclosure agreements as well as other easy and convenient techniques.
Interview until you have at least 3 strong candidates, but compress them into as short a time span as possible because the best candidates will become unavailable the quickest. Using an interim executive can allow you to say "We do not have a GREAT candidate yet" and will allow you to wait for a better set. Repeat this process as long as necessary until the right candidate is found. Compromises here are very costly so you do not want to be under the gun.
Check references, less for the reference itself and more for a hint on the candidate’s strength and weaknesses and an understanding of how to work with and/or manage them later. Also get referrals to references the candidate did not give you through your own rolodex or from the references they did give. These are MUCH better reference checks as they are not friends, prepped or hand selected for the best or ideal work experience and perception. We all have weaknesses, if the reference is not providing you with any they are not a good reference.
Take your time to negotiate a package. The best candidates are going to want the best packages as they know what they are worth in the marketplace, not matter what the current conditions may be. You do not want someone working for your company as an executive that does not understand their worth in the marketplace. If they don't negotiate the best deal for themselves how could they do it for your company? -- The table will turn the minute they join the company and you will get back 10 fold on those negotiation and market knowledge skills,
Looking for tips on writing a better fundraising letter? Use these quick tips to craft your next donation request letter. Feel free to modify the sample letter below to fit your specific needs.Good news - Always start the letter with a series of good news bullets to build momentum and make entire letter entertaining and informative.- Use foreshadowing to tease your reader and keep him or her reading.- Create a "widow" at the end of the first page (a thought that's finished on page two)- Make your reader turn the page.Describe what you want to do next- Tell what you're going to do.- Why you're going to do it.- How you're going to do it.- What results you expect.List suggested contribution amounts- Use even numbers in graduated amounts- Offer a monthly auto charge credit card option ($10
Network first, and then consider an advertisement as a second resource. Make use of an executive recruiter as a last resort only after a first look at available candidates and if you do have not found several good choices. I have been recruited for a huge fee after that same company got my resume and a direct phone call first. That was a wasted $50,000 fee by the company! Remember, less than 15% of positions are filled by executive recruiters. You can easily conduct a confidential search on your own using a PO box, directors' homes for interviews, non-disclosure agreements as well as other easy and convenient techniques.
Interview until you have at least 3 strong candidates, but compress them into as short a time span as possible because the best candidates will become unavailable the quickest. Using an interim executive can allow you to say "We do not have a GREAT candidate yet" and will allow you to wait for a better set. Repeat this process as long as necessary until the right candidate is found. Compromises here are very costly so you do not want to be under the gun.
Check references, less for the reference itself and more for a hint on the candidate’s strength and weaknesses and an understanding of how to work with and/or manage them later. Also get referrals to references the candidate did not give you through your own rolodex or from the references they did give. These are MUCH better reference checks as they are not friends, prepped or hand selected for the best or ideal work experience and perception. We all have weaknesses, if the reference is not providing you with any they are not a good reference.
Take your time to negotiate a package. The best candidates are going to want the best packages as they know what they are worth in the marketplace, not matter what the current conditions may be. You do not want someone working for your company as an executive that does not understand their worth in the marketplace. If they don't negotiate the best deal for themselves how could they do it for your company? -- The table will turn the minute they join the company and you will get back 10 fold on those negotiation and market knowledge skills,
Taxes and tax-like charges can add as much as 25%, and more, to local telephone charges in some jurisdictions. This is an area to which no rules are universally applicable, so all generalities have exceptions. That being said, there are three "rules-of-thumb" which can be useful in understanding the taxes placed on your bills.1. Generally, the four types of taxes include service fees and charges; franchise tax or surcharges; sales use or special taxes; and federal excise tax.2.Taxes are not uniformly imposed on all services.3.Some categories of users are exempt from some taxes.Let's take a closer look at specific taxes you'll encounter on your bills.Specific Service Fees and Charges These charges may be imposed to support 911 services, operation of the Public Utility Commission (California), provision of special equipment for hand
Check references, less for the reference itself and more for a hint on the candidate’s strength and weaknesses and an understanding of how to work with and/or manage them later. Also get referrals to references the candidate did not give you through your own rolodex or from the references they did give. These are MUCH better reference checks as they are not friends, prepped or hand selected for the best or ideal work experience and perception. We all have weaknesses, if the reference is not providing you with any they are not a good reference.
Take your time to negotiate a package. The best candidates are going to want the best packages as they know what they are worth in the marketplace, not matter what the current conditions may be. You do not want someone working for your company as an executive that does not understand their worth in the marketplace. If they don't negotiate the best deal for themselves how could they do it for your company? -- The table will turn the minute they join the company and you will get back 10 fold on those negotiation and market knowledge skills, so be patient and be prepared to pay fair market value, at a minimum, to acquire the best quality candidates.
Don't be rushed by day-to-day problems and compromise. If you get this right, everything else will begin to fall into place. However, if you get it wrong there is NO WAY you can be successful. Use a temporary solution to fill the vacuum with a plan to allow 3 to 6 months for the person to start. Too many people ignore behavior, attitude, ability to learn and other unchangeable factors in the selection process because these are harder to discern during an interview. However, in the long term these are the most important indicators of success.
Knowledge and Experience are a Must For Certain Positions, But Behavior is where Exceptional long-term results can be created.
Intelligence, work ethic, self-motivation, ability and desire to learn make great long-term employee characteristics, not experience or knowledge.
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