Management Audit with Stanton Chase's Executive Assess ...
Management Audit with Stanton Chase's Executive Assess ...
Management Audit with Stanton Chase's Executive Assess ...
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STANTON CHASE INTERNATIONAL<br />
Gert Herold<br />
Managing Partner<br />
<strong>Stanton</strong> Chase Vienna<br />
g.herold@stantonchase.com<br />
20%<br />
80%<br />
www.stantonchase.com<br />
<strong>Management</strong> <strong>Audit</strong> <strong>with</strong><br />
<strong>Stanton</strong> Chase’s <strong>Executive</strong> <strong>Assess</strong>!<br />
Is the manager ready and capable?<br />
“<strong>Executive</strong> <strong>Assess</strong>!” professionally evaluates the development capabilities of mid and high level managers. It rates<br />
their competence in four areas: Education and experience • Benchmark to the market (availability, salary level) •<br />
Personality, attitudes & objectives • Opportunities to develop<br />
Your benefit<br />
Holistic executive assessment is based on three inputs:<br />
• From the view of the experienced executive search consultant,benchmarked to the market<br />
• From the view of the experienced coach, regarding development potential, attitude and objectives.<br />
• Objectively, through the cutting-edge aptitude testing analytical tools<br />
When <strong>Executive</strong> <strong>Assess</strong>! should be applied?<br />
Whenever a manager faces a significant change in his challenges i.e. mergers and acquisitions,<br />
re-organization, change of corporate culture, increased need of personnel development, organisational<br />
development, strategic build-up of new competences, due diligence, new reporting line.<br />
Building blocks of <strong>Executive</strong> <strong>Assess</strong>!<br />
Module 1 Market Bechmark<br />
(Research)<br />
Development<br />
Module 2 Structured Interview<br />
(SCI Consultant)<br />
Report Selection<br />
Module 3 Structured Interview<br />
(Coach)<br />
Module 4 Psychometric<br />
Succession<br />
Analysis<br />
How <strong>Executive</strong> <strong>Assess</strong>! works<br />
• Briefing on corporate strategy and structure<br />
• Development of competence profile, criteria for evaluation and interview guidelines<br />
• Kick-Off meeting <strong>with</strong> candidates<br />
• Research for market benchmark<br />
• Structured interviews by SCI Consultant and Coach<br />
• Aptitude testing - Psychometric analysis<br />
• Documentation of results (Strengths, weaknesses, competence profile, performance levels etc.)<br />
• Supervisor input to assess full potential<br />
• Recommendation on development activities<br />
• Feedback to candidates<br />
Ask a headhunter: Can you afford a bad hire?<br />
Typical organizational perception of actual costs of a bad executive hire<br />
Direct costs 20%<br />
Equal to 2-3 times executive's annual salary<br />
Indirect costs 80%<br />
Equal to 8-12 times executive's annual salary<br />
Direct costs include:<br />
• <strong>Executive</strong>'s initial recruitment and total compensation<br />
• <strong>Executive</strong>'s extraction from the organization<br />
• <strong>Executive</strong>'s replacement<br />
Indirect costs include:<br />
• Disruption of unit performance and customer relations<br />
• Loss of unit and leadership productivity<br />
• Potential opportunity cost<br />
• Dismissing and replacing lieutenants recruited for departed executive<br />
• Burning of organizational goodwill, plus reduced morale and retention<br />
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