bishop ceo recruitment
TRANSCRIPT
CEO RecruitmentSHAYNE LESLIE | PRINCIPAL CONSULTANT
0412 241 773 | [email protected]
NICK CHETTLE | BUSINESS DEVELOPMENT0403 868 338 | [email protected]
Integrated GovernanceIn Integrated Governance, all of these elements are connected and integrated.
Governing Body
Strategy
Control
Monitoring Evaluating
Leadership
CEO
Board
ExternalManagers
CEO for ECIA NSW Chapter IncWhat are the board’s priorities?• Governance• Advocacy• Project management• General management• Membership management• Communication
Compare with selection criteria?• Organisational change• Strategy• Literacy• Leadership• Research and analysis• Board experience• ECI (desirable)
CEO for ECIA NSW Chapter IncCandidate’s responses – how will they be assessed?
What are the challenges?
How will the selection team identify the person who can solve current issues and be ready for upcoming strategies?
CEO – NGO RecruitmentThe Role• Operational management and
planning• Legal, funding compliance• Policy development, implement• Program development and delivery• HR and financial management• Community and stakeholder
management• Advocacy and media relations
Skills Required• Demonstrated experience • Working with a Board and diversity• Financial acumen, secure funding• Strategic thinking and
implementation• Stakeholder management• Advocacy and media relations• Personal values pro-feminist
philosophy
CEO – DisabilityThe Role• Transition into the NDIS• Develop new business
opportunities• Strategy and policies• Strategic planning process • Oversee the operations• Enhance public profile• Maintain relationships • Brief Board of Management
Skills Required• Disability Services Act 2006 & HSQS• Qualifications with 5 years
experience• Literacy and public speaking• Problem solving and analytical skills• Financial literacy• Managing a discretionary budget • Government funding
TimeCandidates don’t want to waste their time.
You don’t want to waste your time.
You will get a better result if you understand the person you’re looking for.
RecruitmentAdopting sound recruitment practices means you are guaranteeing that your organisation will hire the right CEO.
Innovative senior managers are absolutely necessary to deal with an environment that is volatile, uncertain, complex and ambiguous.
At the end of the day, you need someone who can implement YOUR strategy, not someone else's!
Recruitment• Hiring an innovative CEO or manager will have significantly more profitable
impact on your organisation.• Hiring the wrong CEO will cost your organisation significant dollars through
missed opportunities, leadership vacuums and zero strategy execution.• Hiring the wrong CEO will drive talented people away from your
organisation.• Top performing organisations bring the same level of rigour to people-
decisions that they do to financial and other key decisions.
Recruitment Process
Application Interview Reference
Check Selection
Stage 1: ApplicationDon’t look for people who may have had 1-year’s experience 20 times over.
Look for remarkable people that have continually grown organisations, achieved results and developed their career beyond industry standards.
“Immediately be able to see if you're going to be a good fit and if this organisation is the right place for you at this time of your career.”
Stage 1: ApplicationAlignment • With the strategic plan and the board’s priorities.
Check• Literacy, articulation, numeracy, reporting and the
ability to interpret instructions.
Detect• Remarkable candidates.• Read applicants submissions carefully.
Stage 1: Application - PrioritiesDescribe the role and person in a narrative.This takes time and effort but helps the board “see” the person.
Specifically:• Key applied skills and competencies• Leadership• Behaviour• Specific challenges to the position• Board competency
Case Study: Sailing ClubLooking for:• Operations experience that results in profitable outcomes• Marketing• Floor orientation• Working with people to solve problems• Planning and organising
Case Study: Emu SportsLooking for:• Turnaround strategies• Culture change• Conscientious reporting• Gentle yet strong and firm leadership
Addressing criteriaSTARR framework
Situation Provide a brief outline of the situation or settingTask Outline what you didApproach or action Outline how you did itResult Describe the outcomesReference Who can back up your claims?
Addressing CriteriaCriteria 2: Marketing, Communication and Technology 1 2 3
1. Create a marketing and communication program that is dynamic and versatile with consistent branding and positioning that sets our Club as an energising and desirable place to be using fresh copy and unique photographic images.
2. Develop the ability to communicate with members quickly, efficiently and cost-effectively through web, social media and email campaigns.
3. Improve cost-effective ICT strategies that strengthen the efficiency of business processes, improve membership data analysis, introduce better controls and improved decision-making.
ScoringCriteria 2: Marketing, Communication and Technology 1 2 3
1. Create a marketing and communication program that is dynamic and versatile with consistent branding and positioning that sets our Club as an energising and desirable place to be using fresh copy and unique photographic images.
2. Develop the ability to communicate with members quickly, efficiently and cost-effectively through web, social media and email campaigns.
3. Improve cost-effective ICT strategies that strengthen the efficiency of business processes, improve membership data analysis, introduce better controls and improved decision-making.
ScoringCriteria 2: Marketing, Communication and Technology 1 2 3
1. Create a marketing and communication program that is dynamic and versatile with consistent branding and positioning that sets our Club as an energising and desirable place to be using fresh copy and unique photographic images.
4.5 4.5 4.0
2. Develop the ability to communicate with members quickly, efficiently and cost-effectively through web, social media and email campaigns.
4.0 4.5 2.5
3. Improve cost-effective ICT strategies that strengthen the efficiency of business processes, improve membership data analysis, introduce better controls and improved decision-making.
4.5 4.0 3.0
Scoring - totalsStrategic Competency 1 2 3
Criteria 1: Clubhouse Business /25 21.0 15.0 21.0
Criteria 2: Marketing, Communication and Technology /20 17.0 17.5 13.5
Criteria 3: [Core competency e.g. ECI, sailing, golf] /5 4.0 2.5 3.5
Criteria 4: Workforce Development /10 7.5 6.5 7.5
Criteria 5: Governance /25 17.0 14.5 16.5
Criteria 6: Personal Attributes /25 17.5 17.5 19.0
Total /110 84.0 73.5 81.0
Stage 2: InterviewTo make it to an interview, candidates have to prove their past.
During interview, candidates have to prove their future and their fit.
Questions are asked on leadership, vision, knowledge application and organisational fit.
Stage 2: InterviewCandidate Interview Pack• Pre-interview questions to prepare• Example spreadsheet• Constitution• Annual reports• Other information that will assist the candidate prepare.
Stage 2: InterviewCandidate Brief • The interview panel are briefed on each candidate.
Interview Questions and Candidate Response Sheet• Interview sheets provided for the panel members. • Easily compare one candidate’s response with another’s. • Increase the panel’s confidence for what they are listening for.
Finance We're looking for… 1 2 3
Considering the criteria stated in the application form as well as any other evidence you have collected. What are 3 operational areas into which you believe that the club should invest resources?
Application of analysis; PMs, catering, marina,
redevelopment of internal
How would you go about accomplishing change in these operational areas?
Step by step detail; application of skill
What are some risks that you have identified? How would you manage these?
Awareness of risks; management of risks
How would you measure the success? Importance of measuring;
financial, bottom-line, small club risks
How would you report your success or barriers to success to board? Reporting skills
Tell me about a time where you took the risky option; what was the result? Why did you choose differently
Risk management in a changing industry; judging
risk situations
Finance We're looking for… 1 2 3
Considering the criteria stated in the application form as well as any other evidence you have collected. What are 3 operational areas into which you believe that the club should invest resources?
Application of analysis; PMs, catering, marina,
redevelopment of internal7 6 4
How would you go about accomplishing change in these operational areas?
Step by step detail; application of skill 9 5 6
What are some risks that you have identified? How would you manage these?
Awareness of risks; management of risks 8 5 6
How would you measure the success? Importance of measuring;
financial, bottom-line, small club risks
6 6 8
How would you report your success or barriers to success to board? Reporting skills 4 4 7
Tell me about a time where you took the risky option; what was the result? Why did you choose differently
Risk management in a changing industry; judging
risk situations8 9 4
Stage 3: Reference CheckProfile Search• Web • Telephone• Résumé matches with LinkedIn profile. • Social media sites such as Facebook. • Online and verbal reputation For example, perhaps a candidate’s cover letter reads flawlessly, but a distinct lack of grammatical knowledge is displayed on their online profile.
Stage 3: Reference Check360 Degree References• If you want a great leader, then ask people what it was to be led by your
candidate!• References from subordinates, peers, same-level colleagues as well as
previous employers.
Stage 4: Selection• Employment contract• Position description• Induction• Evaluation
Common significant problemsNo strategy | no clear priorities | board abdicates responsibility for the direction of the organisation
No definition of ‘leadership’
Competence in a complex environment
Too much trust in the résumé and ‘first impressions’
Reducing recruitment costsApplication• Clear strategic priorities• Write down your ideal leader | how do they behave• Prepare a great application form • Use a scoring framework
You will get far fewer applications. You will get far more quality responses.Just a résumé but a good one? Call the person and ask them to complete.Search the web; does it support the candidate’s application?
Reducing recruitment costsInterview• Prepare questions which you really need to ask – it is a test• Test vision, leadership, character, application of skills and knowledge• Each question has a purpose – share it with the panel• Use an objective facilitator• Use a scoring framework
Reducing recruitment costsReferences• Listen carefully to the passion in referees’ responses• Check information – will they back up candidate’s claims?• Ask about leadership
Reducing recruitment costsSelection• Solicitor costs for a proper contract• Strategic plan and personal attributes for bulk of position description • Thorough induction• Check during probation period for performance
Integrated GovernanceYes, we recruit.
P: 1300 76 22 38SHAYNE LESLIE | PRINCIPAL CONSULTANT
0412 241 773 | [email protected]
NICK CHETTLE | BUSINESS DEVELOPMENT0403 868 338 | [email protected]