Was sind die effektivsten Wege, um den richtigen Kandidaten für eine Führungsposition zu finden?

Candidates are drawn to opportunity. Active or passive, when people think about a new position they think about the best case scenario. Companies do the same thing in job descriptions. Both parties likely need to meet in the middle and understand the past, present and future (of both sides) that might make it a fit. Including things like 3,6, 12 month plans is something that helps candidates really level set and relate that to their motivations (inside and out of professional life)

It's important to clearly define what "good" looks like both with your recruiting partner and hiring team. Avoid using ambiguous terms like "A-Player, Rockstar, smart, or polished." Instead, focus on prior accomplishments, motivators, and adaptability. Ask yourself the question "What's trainable and what should this person know how to do to be successful?" Years of experience is not always a great indicator of success, nor is pedigree. I think we can all agree that just because someone works in a profession for 10+ years, doesn't mean they do it successfully. Finally, instead of "culture fit" think of "culture add." Diverse ways of thinking should be championed, so seek to find what perspectives would add the most value to your team.

The best approach that's worked for me is to make the candidate do a detailed, deep dive, 'no obligations', 'not for use' project. How to set it up: - Create a detailed document of what you want the candidate to study, review, contemplate and present. Specify the presentation template so that there is no confusion. Be detailed. The atomic nitty gritty will either scare the wrong candidate or appeal to the right one. In your intro, promise that you will NOT use the study for your personal/business gain. This reassures the candidate that it's not free work. Set a strict deadline and evaluate how the person applies herself, responds to the ask and comes back with a quality submission. Then, use the submission for your final interviews!

Identifying the right candidate for a senior-level position requires a nuanced approach. First, hone in on technical expertise and leadership acumen. Look for a history of achieving significant business outcomes. Next, delve into their strategic thinking and problem-solving skills through real-world scenarios. Leveraging behavioral and situational interview techniques alongside aptitude assessments can unearth invaluable insights. Moreover, scrutinize their professional network and seek candid feedback from references. This multifaceted evaluation illuminates a candidate’s potential, ensuring a strategic alignment with the organization’s long-term objectives.

I do believe that when we have senior position there are some indications to be on the lookout Depending the area that we're talking about seniority it's different, so we need to ask ourselves a few questions - Does this person need to manage a team/full department/more than one department or manage process? - Is there a specific experience/certification this person needs to have? - What's more important, the hard skills fit of the cultural fit? - Is there room to grow as a senior-level position into knowledges? Als of this can be used to defined our expectations, mostly because we cannot confuse ourselves with a very good middle person for the senior that we want!

Out of the box sourcing will help us in finding the right candidates. Reaching passive candidates would really make a magic here. Shout out on Social media like twitter, Linkedin and facebook. Asking for referrals from communities would really help to find the best candidates. Referral campaign inside the organization is another effective way !

I really believe in the power of creative sourcing. A lot of top-tier senior talent are probably snug in their roles and aren't on the active lookout. So why not tap into platforms like LinkedIn Recruiter, Twitter, or even Reddit? And, of course, it's not just about finding them but also making sure we're selling the role just right.

Find talent through your network! A great hiring manager would also dig into their rolodex/ network and the network of the team to discover talent. Many times, people often forget about their former colleagues who have moved onto another company. Due to the previous relationship, you will likely get a response versus a cold call from the recruiter alone.

Try Various Sources as for hiring like 1. LinkedIn 2. Job Boards 3. Employee Referrals 4. Career Site 5. Outside Referrals 6. Social Media Hirings

Una excelente práctica que asegurará que tengas talento identificado permanentemente, es realizar reuniones de Networking periódicas con aquellos perfiles que aplican al core de tu empresa, simplemente conocer sus motivaciones y conectar para que se inicie una relación, apenas surja la posibilidad, te permite que puedes conectar más rápido porque ya tuviste un acercamiento previo, este ejercicio de BANCO DE CANDIDATOS es una práctica muy usada actualmente para tender puentes con profesionales cuyos perfiles aplican a posiciones estratégicas.

Strukturierte Interviews, basierend auf der STAR-LA Methodik sind bei Junior-/Professionals insbesondere bei der Auswahl von Führungskräften essentiell um einen fundierten und neutralen Interview-Prozess zu gewährleisten. Dabei spielt die Zuweisung spezifischer Schwerpunktbereiche, eine vordefinierte Auswahl an Kompetenzbasierter Interviewfragen eine tragende Rolle. Schlussendlich ist das Interview Panel - mit Fokus auf „divers Interview Participants“ ein Erfolgsgarant. Es sollten vielfältige Persönlichkeiten, divers auch hinsichtlich der Zugehörigkeit sein die vor allem ein ehrliches Bild der Unternehmenskultur repräsentieren. Für mich DER signifikante gamechanger um eine ideale Auswahl des richtigen Bewerbers langfristig zu garantieren.

Assigning specific focus areas to each interviewer helps create a more thorough and fair interview process. Candidate experience should also be top of mind; remember, top talent is interviewing us just as much as we are interviewing them, so assigning focus areas helps eliminate redundancies, boosts engagement, and minimizes interview fatigue. Candidates want to have engaged conversations with hiring leaders and they also want to be able to see themselves in your organization. This is why representation on your interview panel is essential! Finally, it's important to choose your interview panelists carefully. Seek out diverse individuals who represent the core values of your organization and who can sell the opportunity to top talent.

In my past 7+ years in recruitment, I've found structured interviews to be a game-changer when evaluating candidates for senior roles. Having predefined questions aligning with the role's key requirements ensures a consistent evaluation process. Behavioral and situational queries help uncover how candidates handle challenges, offering insights into their problem-solving and decision-making skills. Plus, maintaining this structured approach helps mitigate biases and ensures a fair and accurate assessment across all applicants. It's an invaluable method in identifying the right fit for senior-level positions.

It is important to choose a candidate that can align with the organization’s brand and company culture. You can make this happen by expressing your brand and using value-laden language during the structured interview to see if they repeat terms back at you or veer off path. This is also an effective approach to understand whether candidates have done their homework and researched the company.

Prepara tus preguntas con el esquema de la metodología STAR, así el candidato responderá a tu entrevista por competencias explicando la Situación, Tarea u objetivo a alcanzar, Acción a implementar y Resultados conseguidos ante tus preguntas. Por ejemplo: En el caso de un Jefe de Marketing, la pregunta podría ser, ¿Cuéntame cuáles son los pasos que utilizaste en la consolidación de tu estrategia de posicionamiento de marca más reciente? Te recomiendo revisar más sobre la identificación de competencias con el método STAR en tus entrevistas ;) para que sean un éxito y no tengas dudas al identificar al mejor talento.

Tasks and tests are usually the biggest killer of any senior hire recruitment process. It might be because the task is insultingly simple, it might be because it's fishing for answers the candidate might otherwise charge for, it might be too lengthy and time consuming, or it might simply be the act of asking someone to jump through a hoop. If you're going to incorporate a task into your process, make sure you respect their experience, and design something that is clearly communicated and aligns with the role and level you are hiring for.

Test what? If you're hiring a senior person, the last thing they want is to be tested on their abilities. In fact, if you are talking to the RIGHT person, they will have years of quantitative metrics they can produce as evidence of their track record, ask for that. Have a human conversation about their ambitions and the opportunity to find alignment, but don't waste their time or insult their intelligence by having them jump through hoops just to tick a box.

Utilizing a well-considered assignment allows us to delve into a candidate's thought processes, work preferences, and problem-solving skills. Assignments should be reserved for the final stages of the selection process, following a thorough interview(s). When we do request candidates to complete such tasks, we firmly believe in compensating them fairly for their endeavors. We provide candidates with compensation commensurate with the upper salary limit, plus an additional 20%. This approach not only champions fairness and inclusivity but also instills trust in our hiring process.

Whenever is possible, I would recommend an assessment center to recruit for senior&key positions. It takes time and resources, but it can be the most effective tool to spot the right candidate for a certain role and potential for others. It also creates a unique experience for the candidates with insights and opportunity to find strenght and growth area, so it’s a win-win process, for both candidates and the organization. Usually creates a positive candidate experience, and can give also an inside image of the organization, the people and the culture.

La mejor manera de evaluar los conocimientos técnicos de los candidatos es mediante un Assessment Center, pero sobretodo, es la manera más práctica y real en la que situaciones o escenarios controlados por los reclutadores o paneles de observadores llegan a identificar cómo se relacionan los candidatos entre si, aflora su verdadera personalidad, mecanismos de defensa y demuestran sus "Soft SKills" Aquí gana no quien participa más u opaca al resto, llama la atención quien hace que el equipo brille, tomando el papel de mejor líder. Te recomiendo utilizar este ejercicio entre los 5 o 3 mejores candidatos, te sorprenderás 🌟

I consistently apply the feedback sandwich method, ensuring that I address all aspects of the interview process. Crucially, this approach empowers candidates to make enhancements based on the feedback they receive. The primary objective of providing feedback is to furnish candidates with a comprehensive understanding of their performance, facilitating their growth and improvement.

I'm very grateful to have coworkers to whom I can reset my mind and oversee my interviewed on this When we plan structured interviews we focus more in a specific information or skill and miss some red flags along the process And of course the client will search for things they like and dislike on the candidates we send them, it's very important to have all grounds covered

Defining expectations of the role is critical. Often, people who are considered for sr. leadership are top individual performers, which doesn't necessarily translate to effective leadership. There's a massive shift from technical to people skills. Finding ways to explore the candidate’s emotional intelligence is important.

References and background checks are the least valid of all parts of a recruitment process. References are only given by people with something positive to say, not the other way around. Instead, opt for a personality assessment and do your own evaluation.

Best Practice is to make it a Team Activity by involving the key team members of the organization to have more views and references for selecting the best person.

References and background checks are the least valid of all parts of a recruitment process. References are only given by people with something positive to say, not the other way around. Instead, opt for a personality assessment and do your own evaluation.

Attention aux prises de références en revanche. Elles ne doivent pas être systématiques et ne doivent pas remplacer la décision suite à un entretien structuré ou une mise en situation. Souvent la prise de référence ne fait que confirmer le choix initial de recruter ou pas.

Great candidates always have references at their finger tips. A great reference should cover their achievements, competencies, weaknesses/room for improvements, management style, basic work etiquettes and their honesty and integrity. Anyone can provide a "not bad" reference, but we should be looking for outstanding reference and that would be the candidate an organisation should hire.

I don't use reference checks for the following reasons: Unreliable Narrators: References are often handpicked by candidates, offering a biased perspective that may not represent the whole picture. Outsourcing Decision Power: Entrusting a significant hiring decision to someone unfamiliar with our company culture may not be ideal, as success in one environment doesn't guarantee the same in ours. Ignoring Workplace Realities: Candidates who have faced challenging workplaces or supervisors may receive unfavorable references despite their abilities, which is unjust. Disproportionate Impact: Reference checks can disadvantage candidates from underrepresented groups due to networking barriers and unconscious biases.

References often come from former supervisors, but candidates can easily manipulate them. How? Candidates provide 'trusted' connections, which devalues the reference check from the get-go. As a recruiter, I used to check the 'References completed' box, but as a recruitment company leader, I now prioritize speaking with a candidate's most recent placements. This provides a comprehensive view of the recruiter, including their recent placements, frequency, types, and candidate experiences. Advice: Seek creative ways to assess a potential hire's work-specific results. Candidate-supplied references are biased; consider adding a wildcard reference for a more balanced evaluation. If a candidate withdraws due to your unexpected ref request... good!

Strong sense of initiative and urgency, Time is money. Leaders understand how to prioritize work, utilize resources, and deploy teams/people to efficiently and effectively complete projects. Leaders speak from a place of understanding, authority, and direction.They seek to understand, asking questions, accumulating information, and gaining insight. Leaders are direct, thorough and clear, leaving no room for misunderstandings or confusion on expectations. It’s about seizing opportunities and being able to foresee the outcomes of taking calculated risks. Yes, this comes from experience and having great business sense, but it’s also about making tough decisions, trying new things, and always learning from every situation.

Ensure the recruiter is asking candidates questions that directly pertain to the day-to-day job and the technical skills required to perform their duties successfully. This ensures that only pre-screened candidates that properly fulfill the requirements are passed along to the next stage of the interview process.

I look for "Five A's": Aspiration - Do they WANT to do what we need? If so, why? Is their motivation biased heavily toward a personal agenda or more toward overall success? Ability - do their record of performance, assignments, experiences and education indicate technical and behavioral capabilities appropriate for the role? Availability - will they be available when we need them? If internal, how ready is their successor? What's the risk of removing them from their current role? Agility - can they adjust well to fluid situations with varying tempo, culture and expectations? Action - do they understand what actions the role/environment requires? Are they willing/able to take those actions? Be well my friends. Keep up the fire!

While data-driven assessments are essential, don't discount your intuition. I found often that trusting my gut instinct was one of the greatest tools to lead me to a successful hire. Hiring for senior-level positions is a complex process that requires a combination of careful planning, thorough assessment, and a focus on both technical skills and cultural fit. Tailor your approach to the specific needs and goals of your organization to increase your chances of making a successful hire.

Identifying the right candidate for a senior-level position requires careful consideration of both technical expertise and soft skills. While technical skills often determine a candidate's ability to perform the job duties, soft skills are crucial for their success in leading and collaborating with others, navigating complex workplace dynamics, and contributing to a positive and productive work environment. Key soft skills to consider could be Effective communication, leadership style, Teamwork attitude, Problem-solving skills, Adaptability to change and thrive in uncertain environments and Emotional intelligence.