This is the most typical use of leadership assessment. Some of my clients come to me because they have previously made a catastrophic hiring error, like the mid-sized company flattered that a big hitter with a long corporate career was willing to be their MD, only to find that the organisation couldn’t accommodate his ego.
Others have a high stakes appointment they just have to get right, like the retiring CEO of a charity looking for someone to take over her life’s work. Some clients are just wise enough to recognise that an external, professional perspective would be helpful.
I can support you to make better recruitment decisions by:
- Helping you determine what you really need in the role.
- Devising a way for you to narrow down the field without my direct involvement
- Assessing the final 2 or 3 candidates (or just one if that’s all you’ve got)
- Weighing up the pros and cons of each candidate
- Exploring how to get the best from your chosen candidate
- Projecting a positive image of your organisation by treating every candidate with respect and consideration.
Sometimes I have a clear recommendation of which candidate to appoint (or whether to appoint if there’s just one). But often it’s not that clear cut. No candidate is perfect. I’ve sat in many a board room talking through what it would mean to appoint candidate A vs candidate B. The final decision is always yours.
Talk to me today about assessments for recruitment.