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Measuring Talent Sifting through the “Dead Wood” Y like this: “Our search for a new leader to return ourPeter CapidiceByour new executive is on board; the internal memosare distributed and the press release hits the tradepublications: They all sound so familiar...something company to sustained success has been focused and thorough,” said X. “A screening team of board members, consisting of myself, Y and Z, established a broad field of candidates and interviewed many individuals. We then recommended the strongest contenders to the board as finalists. Each was interviewed by the entire board, and Mr. Perfect was our top choice. “Mr. Perfect came to our attention because of his/her strong execution skills, his/her proven ability to lead top performing teams and his/her track record in driv- ing shareholder value. He/she demonstrated these skills by turning around A, which, while smaller than our company, is a complex organization with multiple business segments. As we got to know Mr. Perfect, we were impressed by his emphasis on developing internal talent while reaching outside for new skills, his understanding of the role of culture in a company’s success and his personal integrity. Additionally, his/her straightforward style has won the respect of employees, customers and inves- tors,” Blah...Blah...Blah... Impressive! What’s more impressive is that Mr. Perfect recent- ly resigned unexpectedly do to a compromising integrity issue, leaving the stock price depressed and employee moral in disarray. Oh and by the way, the company paid him $20,000,000+ to go away. So much for how impressed the hiring committee was with his “Personal Integrity”. Oooops...that’s gotta hurt! . PHOTOS Now...Lets get to work... Hiring today...relies on networking, personal contacts, trade associations, job boards (best place to find your next “average” nizational competencies against the strategies, executive) and search firms. Candidates are identified based on objectives, skills, behaviors, interests and organizational their background and experience, interviewed by a search or ex- competencies of the candidates to select the individual who ecutive committee, sent out to the “shrink” for the “five factor can perform at the expected level. analysis” evaluation, references are checked and he/she is brought •Utilizes proven on-boarding methods to acclimate the new on to lead the company or discipline they represent. executive to the team and the team to the new executive. The most progressive companies now recognize this as an inef- •Uses the assessment data collected on an ongoing basis to fective hiring strategy and are now moving toward a more mea- coach, develop, maximize team performance, and develop surable approach. long-term succession plans. This approach identifies: By using these multi dimensional assessment methods boards •The strategies and objectives of the organization. and executive teams are able to eliminate most if not all of the •Measures the existing internal talent against these strategies subjectivity in the interview process and successfully set the indi- utilizing multi dimensional assessment methods. vidual and company up for success. •Determines where the voids occur in achieving the objectives. For more information on significantly improving your execu- •Conducts a through internal and external candidate search. tive hiring and selection process contact Peter Capodice at pe- •Matches the candidate’s skills, behaviors, interests and orga- ter@capodice.com or 941-906-1990. 54Opportunity World • March-April 2012 www.OpportunityWorld.com


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