Every employee we appoint should be more qualified and more talented than the one they replaced, but we are notoriously bad at picking people. In fact, it’s unlikely that even 2 out of 10 hires in your business will ever achieve world class performance.
Typically, we evaluate a candidate’s resume and references, we bring them in for round robin interviews, and we are easily influenced by impressions of motivation and personality.
None of these activities are significantly increasing our hit rate.
A candidate’s experience, technical expertise, personality factors and motivation cannot predict for top quartile performance.
Barry has spoken to a wide range of companies and audiences around the world, including, Hilton, HP, Honeywell, Microsoft, Wells Fargo, Stryker, Hologic, VW/Audi among others. While each speech is uniquely crafted, the central unifying theme is that people perform better when they position their work around their strengths.
It is every company’s dream to have an abundance of highly talented internal candidates for top-level management and leadership roles.
Yet our talent acquisition teams often find themselves behind the ball when it comes to taking a more holistic approach to succession planning.
Conchie Associates offers selection assessments across 4 categories which tend to be the deciding factor in overall company growth and performance.
Decades of research have shown that experience and expertise fail to predict for superior performance. Motivation and personality are important factors in personal development but still fall short. Research tells us that talent is the top predictor for superior performance.
We help CEO’s consider, evaluate and answer the following questions:
What specific investments will help improve the effectiveness of the CEO and his executive team?
Does the team possess the leadership capabilities and functional expertise needed to take the company to the next step in its growth?
Is the leadership team sufficiently optimized and functioning at the maximum level?
Is there clear alignment between strategic focus and organizational structure?