The personality traits are often decisive
The new CEO performs optimally when he/she possesses the managerial/technical competencies as well as personality traits that the job and the performance conditions demand.
The decisive factor is often the personal traits. The personality traits set the limits for the individual’s performance and development potential. And the personality traits are quite steady – and difficult to assess.
Two-way process
We assist our customers – and our candidates – in making the right decision.
We assess and select the candidates that can move business. And we give our candidates the insight about the job and the company that is necessary to evaluate whether the job is the right career choice.
The process
1. Analyses and situation report including definition of job and candidate profile
Before selecting the new CEO, we analyse the situation of the company’s / area of function based on the company strategy. The analysis is based on interviews with selected key persons – when possible – as well as evaluation of relevant written information.
The analysis is summed up in a brief situation report that describes the essential commercial and organisational issues including development areas within the area of responsibility – and with it – the environment that the new CEO will perform in.
In the light of this we define the new CEO’s overall responsibilities and the success factors he/she must live up to. Finally, we will present the profile for the new CEO describing the minimum demands for the managerial and technical competencies as well as essential personality traits for the new CEO.
Besides being the underlying basis for search of the new CEO, the situation report will give selected candidates an in-depth basis of evaluation in the final stage of the process.
Lastly, the situation report is an appropriate tool to secure that the new CEO is introduced as efficiently as possible to the new position. We will hand over the situation report to selected candidates – with exception of the confidential information.
As CEO positions often involve a certain complexity, Hansen Toft participates in selected processes with two consultants.
2. Choice of target group and attraction strategy
Based on the candidate profile, we will survey which jobs the target group has today and in which companies.
Then, we choose how to attract these candidates. The optimum strategy is often a combination of search and advertising in selected media.
3. Search
Search includes searching for candidates:
- in the target group of company types
- via network/sources
- in relevant CV databases, LinkedIn, and similar channels
- general online search
We immediately contact relevant candidates to discuss the job and their interest in the job and to make a first impression of their profile in relation to the job.
If we and the candidates find it interesting to proceed, we will provide them with a description (candidate hand-out) of the company, the job and candidate profile.
In an in-depth telephone call, we discuss the CV and motivation of the candidate.
Based on this search process we will invite relevant and interested candidates for a personal interview with the Management Consultant.
Simultaneously with the search process we will prepare a draft for job advertisement to be posted upon approval by you. We will advise on choice of media and where we expect to get the best response.
The applications received via the job advertisement will be registered, phone inquiries will be answered, and the applications will be evaluated concurrently.
Based on their formal qualifications (education, experience, career stage, wage level etc.) we will pick out candidates from the two concurrent processes for preliminary interview with the Management Consultant.
4. 1-2 initial interviews with selected candidates
The purpose of the initial interview is to pick out the candidates which – when evaluated in-depth – live up to the demands for managerial/technical competencies and are considered honestly motivated for the job.
Another purpose is to present the candidate with a comprehensive picture of the company and the pros and cons in the job in order to provide him/her with the best possible basis for selecting or deselecting the job/company.
5. Presentation of selected candidates
Hansen Toft will typically present 2-4 candidates for the Board of Directors/hiring Manager. The purpose of these meetings is, on the one hand to allow both parties to check chemistry and match expectations, and on the other hand to allow you to assess the candidate’s experience and finally, to enable the candidate to achieve more knowledge of the job and company.
6. Personality assessment
After the presentation round, candidates will be selected to perform a personality assessment based on a written questionnaire with personal questions, psychometric tests, and intelligence structure tests. Subsequently, we will carry through an in-depth interview with each assessed candidate to disclose his/her personality traits, including strengths, limitations, and development potential – seen in the perspective of the candidate profile. At the end of the interview, the candidate will receive feed-back on the assessment.
7. References
Normally, we will collect 2-4 detailed references for each of the assessed candidates from previous Managers and other relevant referees. The references are used for verifying and further identifying areas that are vital for Hansen Tofts final assessment of the candidate.
8. Reporting and final meeting between participant(s) from the company and the final candidate(s)
Qualified candidates will be reported to the Board of Directors/hiring Manager. The report is verbal and for recommended candidates also written. At the following meeting we will discuss observed facts that the tests and references have given rise to and to finally match the mutual expectations.
9. Onboarding
To ensure an effective start-up for the new employee, we will be happy to prepare an onboarding plan that takes its starting point in the profile of the candidate.
10. Follow-up
We will follow up on the appointment and the CEO’s performance through interviews with both the employee and his/her Board of Directors. Typically, the follow-up interview takes place after 3-5 months’ employment with focus on the onboarding.