Finding world-class talent requires a partnership with a trusted outside advisor. Visit TRANSEARCH International to discover our wide-ranging approach to leadership acquisition.
Where the interviewee is truly a top candidate both parties are being fully evaluated. As a recruiter, there are candidate questions that you must know how to answer. Although by no means replete, in some ways, the 10 questions outlined are an acid test of how prepared you are for the turbulent talent management path that lies ahead.
Insights from "Great Candidates Ask Great Questions" by John Burdett.
Uncovering, informing, involving, inspiring and successfully bringing on board great candidates draws on six fundamental, hiring building blocks:
Insights from "Great Candidates Ask Great Questions" by John Burdett.
"Successful organisations are powered by the diverse opinions, skill sets and life experiences of their employees. To tap into the full potential of human diversity, organisations need to hire diverse talent and create an inclusive working culture underpinned by a fundamental sense of belonging, fairness and equity, enabling people to bring their 'full self' to work."
Leadership insights from "Diversity, Equity and Inclusion 4.0" 
Workplace Diversity & Inclusion (D & I) highlights that organisations must make essential decisions on how everything from training to hiring practices, include and prioritise considerations. Bridget Papanicholas, COO at TRANSEARCH USA, explains the actions your company can take to advance LGBTQ+ inclusivity and equality in your organisation.
Leadership insights from "How to Build LBGTQ+ Friendly Company Cultures"
Leadership is fickle. As you climb the corporate ladder your role changes. When you lead a department you are expected to give orders. People look for leadership. When you lead a division you are expected to empower middle management. People look for guidance. When you become the CEO of a company you become a servant leader. People look for inspiration. Reaching the pinnacle role of a CEO is every graduate's dream, but when you finally arrive you have too much to do, with too little time and too little information. Moreover, you become a public figure and vulnerable to critique. Not everybody wears the armor to withstand such forces.
The findings of Harvard Business Review published in 2004 still seem relevant in 2020. Here are 7 surprises that new CEOs discovered when entering office:
Published by Michael E. Porter, Jay W. Lorsch and Nitin Nohria
From the October 2004 Issue
Summary by Geo Wehry, Senior Partner at TRANSEARCH, originally published on LinkedIn here.
"These are certainly tough times. Employers and employees are facing financial challenges, fears about physical and mental health, and countless other very real and personal worries. Effective leaders need to lead with more heart and empathy now than ever before."
Leadership insights from "Will COVID-19 send vulnerable leadership viral?"
A familiar scene… A company's hiring committee sits around the boardroom table, discussing the recruitment of a new CFO. Somebody declares "this new CFO has to be strategic." Somebody else adds "they must be results-oriented." Everybody nods in agreement.
However, nobody actually knows what strategic and results-oriented mean in real terms for this CFO, let alone how to screen and compare candidates appropriately. In all likelihood, each term has been interpreted differently by members of the hiring committee.
Our teams use our proprietary Orxestra® methodology to assess "the DNA" of an organisation and calibrate fit. Orxestra® enables our teams to evaluate talent in a meaningful way that is directly linked to the personality of your organisation.
The results have been dramatic - better short-lists, highly engaged candidates, stronger chemistry during interviews, and seamless onboarding. Orxestra® not only significantly reduces the risk of a mis-hire, but leaders screened using our methodology tend to have longer and more successful careers than those hired through a traditional process.
Insights from "Orxestra® Method" by TRANSEARCH USA.
In the current talent environment, doing everything possible to protect your investment in a strategic hire means committing to a strong Leadership Integration process. An effective process provides the framework for defining what success means for a new leader. The specific design parameters for a virtual Leadership Integration program will vary based on the unique features of the organisation and the demands of the role.
Bedford/Teal set out core elements that should be included in a best in class virtual onboarding program, including:
Leadership insights from "Integrating New Leaders with Virtual Onboarding"
"The pool of available talent is suddenly both changing and expanding, and visionary leaders can make the most of it, preparing the ground for post-crisis recovery and growth."
Leadership insights from "Now Is an Unprecedented Opportunity to Hire Great Talent"
Stephen Diotte shares perspectives from the The Bedford Consulting Group on the importance of preparing for 2021 compensation cycles now to ensure company survival through this crisis and beyond.
Leadership insights from "Executive Compensation & COVID-19"
Spending more time at home can be an excellent opportunity to gain knowledge and develop skills. Explore free online courses for leadership development. The following are available from OpenLearn by The Open University:
There are many more free online courses for leadership development available, including from the following:
Chris Swan, Managing Director with TRANSEARCH International, was a panellist on the BlueSteps webinar 'Navigating an Uncertain Business Climate: Salary Negotiation, Career Growth and More'. The full recording is now available.
Leadership insights from "Recruitment Through Crisis: Trends, Outlook & More"
