At a time when poor leadership had been identified within a high profile charity. Ramsey Hall’s Executive Search Practice was engaged by the Trustees to recruit a new CEO. In order to provide much needed stability and to oversee a smooth transition in top-level management.
Partly because of the leadership concerns created by the previous CEO, a full leadership assessment of all the directors and a board review was subsequently undertaken. From which decisions could be made with regards to the executive team’s structure and capability. The exercise also identified the cause of the existing, highly corrosive team conflict.
The comprehensive executive assessment involved online psychometric assessment, 360 degree feedback, Situational Judgement Tests and depth interviews. The process not only identified issues in terms of behaviours but also deep rooted organisational and wider corporate governance concerns.
A team review provided the new CEO with a full leadership evaluation of each director (with a bespoke feedback report for each candidate). While a Group Report gave further details of the wider team’s effectiveness. Which helped us to design a leadership development programme with executive coaching included.
In addition, a gap analysis was presented to the client with recommendations around establishing an audit committee and risk management processes. Which were implemented by the trustees following consultation with the charity’s accountants.
After the business in question had been proactively marketed by its PLC owner. The tier 3 aerospace engineering business was acquired by a Private Equity (PE) House. Performance issues were quickly identified as a result of this acquisition. And the Managing Director was under pressure to instigate rapid change at individual director and organisational levels.
Ramsey Hall, who had previously recruited a Sales Director through its Executive Search practice for the client, was approached to assist with further internal structure changes. Which included revising the client’s leadership and operational performance.
A thorough one-on-one leadership assessment of each director was undertaken. Combining online psychometric assessment and depth interviews with 360-degree feedback. In order to gain a truly objective understanding of each director’s potential, capability and change readiness.
The findings confirmed the need to urgently make structural changes in both the leadership team. And in the corporate governance of the business. Also identified was the need and to tackle sensitive HR issues, which had been exposed during the process.
Our Consultants were then further engaged to provide organisational development solutions around role profiles and new governance processes. At the same time Ramsey Hall’s Executive Search and Non-Executive Director (NED) Practice recruited further, high calibre NEDs for the business.
Numerous NHS clients regularly engage The OPG on Trust board and leadership recruitment issues. Our consultants are frequently instructed to assess internal and external candidates for roles ranging from COO to grade 8a leaders. This has also included numerous Medical Director appointments, several Financial Director hires and two Communications Director appointments.
Many appointments are high profile, every one is critical, and each assessment is high stakes. From the perspective that an unsuccessful hire could potentially cause significant financial and/or reputational damage to the Trust.
A Telco with a reputation for innovation and cutting edge design had historically been successful because of its outstanding technical capability. Rather than its outstanding leadership. The global recession and industry advances eventually led to financial crisis. And ultimately a lack of confidence in the leadership and conflict issues were rife in the business. So an exacting match in terms of personality fit would be needed if the CFO were to win hearts and minds quickly.
One of the big 4 accountancy practices was asked to review the finances and appoint an interim turnaround CFO. The role was to focus on achieving either inward investment. Or a trade sale while instigating an urgent turnaround in the short term.
With The OPG having worked with both organisations in the past. It was therefore a natural choice to engage us again to provide an executive assessment of the recruitment shortlist pre-hire.
Using psychometric testing and leadership simulations, our consultants met with each candidate to interview them and feedback the assessment results. Questions around experience were largely left to the client. While we focussed on using competency based questioning and future visionary techniques. To obtain the deep data needed for individual bespoke reports.
The hire not only won the trust of the owner managers quickly. But was able to manage the bank relationship and cut costs over a two-year period. Eventually, a trade sale was agreed and the Telco reconstituted with lower overheads and a streamlined business model. The Telco also engaged The OPG to provide a comprehensive leadership assessment of the senior team. As part of its new M&A preparation exercise.
A global life sciences innovator decided to restructure its sales force into a more Key Account Management and market-focussed structure. NHS spending constraints, global competition and performance management concerns had highlighted the need for change. And The OPG was approached to advise on the provision of an assessment centre solution. A mix of internal and external candidates competed for hire into the new structure.
The project involved gaining an understanding of the competencies and business drivers around what high performance looked like and what it would take to succeed in the new organisation. The OPG then designed and project managed the assessment centre process. Which involved ‘off the shelf’ case studies, group exercises, presentations and pre-centre psychometrics (OPQ 32r & HDS personality tests and Verify ability tests). Semi-structured depth interviews would then provide a rich source of additional data for the individual feedback reports.
Subsequently, The OPG was engaged to provide additional feedback for the unsuccessful candidates. And also to provide executive coaching for the successful internally promoted candidate. As a part of a ‘First 100-day’ induction programme.
A global defence giant had decided to introduce operational excellence in response to defence cuts and the consequential looming overcapacity issue in the market.
The OPG was asked to design capability assessment centres initially for 150 managers. But after successful implementation of the process it grew to over 300 managers across multiple sites and geographies. The cohorts varied from senior operational staff to support managers and team leaders.
The OPG had a mammoth project management task involving 39 large scale assessment and development centres over a 9 month period. With over 300 individual feedback interviews post centre. The extended OPG team included 12 Business Psychologists and assessment professionals with support staff. Budgets, logistics and operational leadership of the project were all the responsibility of The OPG and not the end client. Pre-centre preparations were completed with employee communications and trade union liaison. As well as timetable and candidate administration.
The assessment and development centre process involved competency development and bespoke assessment exercise design. Together with online psychometric assessment pre-centre and semi structured interviews on the day. Our observers then managed each assessment centre activity without client involvement. The key to the project’s success was the realism of the bespoke assessment centre exercises provided. Which were designed around relevant operational excellence themes for high face validity.
The client then asked us to provide capability-ranking data and advise on post assessment actions. Subsequent assessment centres were then requested for ‘high stakes’ recruitment projects in client critical roles.
A global banking institution partnered with The Occupational Psychology Group to design and deliver an executive assessment centre in order to assess candidates for their Executive Management Team. This was part of the management due diligence process for a newly constituted organisation formed through the merger of three separate organisations.
Effectively the client had only been formed as a shadow organisation a few weeks earlier. Both internal staff and the newly appointed CEO and Chairman had not been able to participate in designing the roles of the C suite beyond their expression of approval. Secondly, external regulators were auditing the process. They were to have a significant say over the conduct and outcome of the assessment centre process.
Three ‘C’ suite roles needed to be resourced with a mixture of internal and external candidates to be considered. The overriding purpose of the process was to provide a transparent and objective selection process which would equip the senior team with the best talent available.
The process, therefore, needed to satisfy multiple stakeholders and within a very tight timeframe.
The OPG team took responsibility for most aspects of the project. This included role design, competency design and the design of the assessment centre exercise.
The OPQ Consulting team worked closely with their Ramsey Hall colleagues to design and deliver a full-scale assessment centre for each role. The centres included:
Pre-centre psychometrics (personality and ability tests)
Depth semi structured interviews
Case study exercise
The centres were delivered over 4 centres with 22 candidates. This was over a three-week timeframe.
The client received feedback advice from the OPG team with full written reports. Verbal advice at the “on the day wash up” was also provided.
The client was presented with 3 highly qualified candidates for each role. Each candidate had a detailed feedback report prepared for use in final selection.
The OPG’s part of the process was completed within 3 weeks of instruction.