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The appointment of a senior executive is often a critical moment within an organisation and can make the difference between success and failure in a function or business. Appointing the wrong executive is very costly. Headhunting fees, notice periods and learning curves can make the process of executive recruitment expensive and time consuming. Even at a conservative estimate, appointing a senior executive represents a million pound in employment costs over 5 years. If the wrong appointment is made this is not only poor investment but lost opportunity.
Where wrong appointment decisions are made, it is often because the challenges within the role and/or the capability requirements are not clearly identified, or recognised. Senior executives have to embrace and work with the strategic dimension. Strategy is a loosely used word and this means that the challenges and capabilities required to define and implement a strategic context are also sometimes loosely defined.
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Increasing ambiguity and complexity
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Longer time horizons and greater uncertainty
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A wider internal network of influence and collaboration
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A more extensive and proactive interaction with the external environment and a more strategic value contribution.
Technical know-how or market/product knowledge is insufficient to build and sustain successful organisations. The quality of the judgements that people make is crucial to success.
Many evaluation tools and techniques provide quantitative and qualitative measures of a person. Some can enable an analysis of how an individual compares against the 'best' in class. But identifying the 'best' doesn't always translate into successful appointments. Successful selection is dependent upon truly understanding the context (the match to strategic goals) and being able to link the role and the person in a seamless way.
Assessing whether a senior executive is able to perform in a particular role is akin to putting together a jigsaw puzzle. Many pieces have to be pulled together to form a coherent picture. In this process however some of the vital pieces are intangible or are hidden from view.
bioss has over 30 years experience of defining a framework that seamlessly relates role challenge to personal capability and its world class diagnostic methods bioss is able to make an essential contribution to key selection decisions.
The bioss Difference
Using the integrated bioss framework and world class diagnostic methods bioss provides the vital information that links the role and the person and enables effective appointment decisions.
bioss works with organisations to identify the level and type of challenges within a role and this identification is supported by the
mapper technology-a tool that enables a comprehensive and objective analysis of the level of challenge of the role. This provides the basis to work with the organisation to establish the knowledge, skills and experiences that are required in the role. This enables us to build, with the organisation, a person specification for the role. Through focussing on accountabilities and the level of challenge a unique job profile is established that can be shown graphically.
- The ownership of strategy and its transition is clearly defined
- Accountabilities are clearly specified (these should never be shared although others may contribute to the delivery
- Dependencies are clearly identified
- Matrix relationships are clearly identified
- Cultural dimensions and preferred style are specified
• Level of Role Complexity Clearly Measured
• Clear Accountabilities Identified
• Key Success Factors Determined
• Person Specification detailed
bioss are able to identify capability and other vital component in the 'jigsaw' of potential through using world-class diagnostic methods and their experience of working with significant numbers of senior executives across a number of different industry sectors in different parts of the world.
 bioss not only assesses a person against the current job profile, but also provides a highly predictive measure of future growth potential.
- Gaps of capability and/or knowledge, skills and experience against the identified challenges of the role
- Growth potential graphically presented
- Personal style mapped against role and contextual requirements
- Establish what "best" is, based on the organisations strategic goals
- Increase effectiveness by distinguishing the ''success criteria' at senior levels
- Reduce the risk of costly executive failure by effectively matching capability, knowledge, skills and experience to the requirements of the position
- Minimise external recruitment costs by having a framework by which to identify internal talent
- Improve succession planning by having a clear view of future potential
- Build reputation with a professional and comprehensive selection process
- Seize opportunities through appreciating their own 'fit'
- Gain a clear picture of their own strengths and development needs regardless of whether they are offered the position
- Make transitions, for example from Head of Operations to Chief Executive
- Manage their own 'induction' through identifying their
development needs.
Supporting models and tools
Working Relationship Appreciation (WRA)
Four Journeys of Leadership
Career Path Appreciation
MCP
Iris
LPA
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