Executive Assessment
According to studies at Harvard and Stanford…
A Harvard Business Review article indicates it takes outside hires twice as long to ramp up as a leader promoted from within. The same HBR article goes on to state that CEOs report only one out of five executives hired from outside are viewed as high performers at the end of their first year in-house. It is our belief that while past behaviors may be an indicator of future success, sometimes behaviors are an illusion. Add personal perceptions into this complex situation, and the opportunity for failure is huge.
the estimated failure rate of outside hires.
outside hires fail within the first twelve months of hire
of the hires are contributing after their first year
Using Perceptions & Past Behaviors or Behavioral Interviews Can Be a Recipe For Disaster
Watch our introduction video to understand our process.
The Holistic Assessment Process
We hire people, not assessment results. Equally important as the psychometric based assessments is the one-on-one ninety-minute interview with the candidate. We don’t just consider the individual scores. Combinations of scores can create hundreds of variables. There have been multiple instances where a candidate has looked strong or weak on paper and the interview caused us to report the opposite.
Submit the candidate along with resume and job description.
The Center for Executive Performance reaches out to the candidate to introduce the process and send the questionnaires.
Candidate completes the questionnaires.
A ninety-minute video call to interview and discuss the results with the candidate is scheduled.
Within five days after the candidate interview a formal report is written and provided to the company. Click here for sample report
Phone call is held with the stakeholders to review the process results.
As the business relationship is developed, the Center for Executive Performance learns about the corporate culture, values, and goals. We develop KPIs to further refine the process.
The Assessment Process Measures
Needs
Invisible motivators driving behaviors. We are the only firm measuring needs.
Excelling
Challenging oneself to the highest levels of achievement.
Behavior
How we present outwardly. May or may not be authentic.
Energy
Vigorous and persuasive. Measure of stamina.
Interest
Second most important motivator of behavior.
Decisive
Tolerance for ambiguity.
Creativity
Category includes artistic and literary. Degree of strategic and innovative thinking.
Outcomes
When the assessments are complete, you’ll receive a report for each candidate, plus specific actionable recommendations for decisions. Our reports are not simply a pros and cons list, they provide exacting insights and predictions about performance under specific role requirements.
Upon presenting the report we will schedule a 30 minute call to discuss the results with all of the stakeholders.