2. Group Members
• Mittu Joseph
• Ankit Uttam
• Ayush
• Saurabh Deepak Wankhade
• Prasanna Subba
• Snehal Moon
• Tushar Rohatgi
• Abhishek Singh
• Ravi Shankar Sharma
• Vibhushit Rana
3. Hiring people in leadership roles:
• Chief Executive Officer (CEO)
• Direct reportees
• Significant impact on the organization
“While every hiring is critical, at the senior
level the stakes are high.”
Today’s leaders need to handle:
• Rapidly changing legal and regulatory environments
• Shifting consumer base
• Changing technology
The Role of a Leader
4. Business leaders need four kinds of competencies:
Business Skills
• Involve information processing
• Includes business acumen, strategic vision, decision making
• Depends on cognitive ability
• Organizations select and evaluate on the basis of cognitive
and business skills
• Ignore human side of enterprise
Leadership Skills
• Includes building teams, delegation, managing performance
• Consists of five components:
i. Recruit/attract talent
ii. Retain talent
iii. Motivate team
iv. Developing, projecting, promoting vision for team
v. Persistence and resilience
5. Interpersonal Skills
• Building trust, relationship and influencing others
• Are often poised, charming, approachable, rewarding to work with
• There are four elements to this skill:
i. Ability to put oneself in another person’s shoes
ii. Ability to correctly anticipate another person’s expectations
iii. Ability to modify one’s behaviour according to other person’s
expectations
iv. Having self-control to stay focused on the other person’s
needs
Intrapersonal Skills
• Self-regulatory competency at the core of how a leader approaches
work
• Developed based on life experience
• Has three components:
i. Self-esteem (confident, not easily frustrated)
ii. Attitude towards authority (follow rules, conforming, easy to
supervise)
iii. Self control (follow routine, disciplined)
6. Assess what cannot be developed
“Not every gap in the new hire can be addressed by sending the
person for a training programme or by assigning him a coach.”
“The intrapersonal competencies develop early in life followed by
the development of interpersonal, leadership and business skills.
The earlier a skill is developed the more difficult it is to change.
So the important thing to remember is that while hiring it is far
more important to assess intrapersonal and interpersonal skills
than it is to assess the business ones.”
7. could set high
goals for himself
and his team
calm and confident
peers found him
very abrasive
found his manner
of communicating
very hurtful
spent very little
time in face-to-face
meetings
fussy about details
Alok
charismatic leader
self-assured and
had offbeat and
innovative ideas
did not consult his
peers
Launched risqué ad
campaign
did not take
accountability
Bimal
joined from a mid-
sized company
crafted a compelling
vision
building a team that
was highly engaged
hospital incident
(sanction loan)
made his displeasure
known to everyone
when the loan
application was
turned down
promised ‘a
generous’ severance
package to the
affected employees
when company shut
down
Chirag
8. Hire Best or Right ?
• Organizations have an option of either choosing Best
or Right.
The ‘Best’ has all
the best
qualifications and
experiences.
The Right has
required
competencies and
personality sited for
job.
Vs
13. Experiences of a Recruiter
• Indicator of fit with
organisation.
• Ensure no gap between
motivation & Value
Measurement
of Personality
• Correct choice of strength in a
particular job.
• Value fit between individual &
organization affects satisfaction
level of Leader
Personality
Factor
14. Top Management
• Personality viz-a-viz
Demands of the Role
• Organization’s
Culture Fit
Middle and New
Hires
• Adequate Experience,
Right Qualifications,
Desired Skillsets.
• Micro Manager or
Detail Oriented
The Secret Sauce
15. • Robert Nardelli from GE to
Home Depot
– Damage to business, employees
and Shareholders
• Leo Apotheker from SAP to HP
– Downturn in Financial
performance of the Company
– Lasted for 11 months at HP
Personality
16. Identity
As we see it from Inside
Defined by Hopes, Dreams,
Aspirations, Goals, Values
Need to assess Values and
Motivations to be an
Organization’s fit
Reputation
Personality from Outside
Defined by Self-Confidence,
Sociability, Integrity, Charm and
Creativity.
Measures the fit between Person
and Role
Define: Personality
17. • Lowered Attrition Rate
across the Organization
• Rise in the Employee
Engagement
• Strong bond between :
– Individual
Competencies
– Job Requirements
– Managerial Style
– Organizational Climate
Result of Right
Hire
• Notice Pay (usually 2
months)
• Fee Paid to Search Firm
• Relocation Expenses
• Outplacement Fees (if
paid)
• Intangible Costs
• Lost Clients
• Missed Deadlines
Costs of Wrong
Hire
18. Impacting the Hiring Process
• Dynamic in Nature, Plans valid for short duration
• Dependent on rapid-change of PESTLE
• Frequent changes in requirements of a Role
Business
Environment
• Difficult to find the right candidate at the top
• Culture of the Firm vs. Transferability of
Business Knowledge
Changing Pool of
Talent
• Labor Market Shift and Regulation
• Rising Wages in India & Slowing Economy of Europe
& US
• “A General, Positive, Job Attitude leads to Success”
Hiring NRIs and
Foreign Nationals
• Important Parameters: Passionate Curiosity,
Battle-hardened Confidence, Team Spirits, Simple
Mindset and Fearlessness
• Need for a Standardized option to Assess People
Right Assessment
19. • Justify the evidence you get
• Structured and scientific approaches are important
• Candidates selected on past experiences – not
necessarily for the same role
– E.g. ONEsite & JetBlue
• Hiring the right candidate for a senior level team is as
important as hiring for a middle level team
Interviewer’s Mistakes
20. Common Mistakes
• Unclear Expectations of the Interviewers
– Absence of consistency in expected competencies
• Articulation Bias
– Candidates with good articulations skills need not necessarily be the
right choice
– A competent person who is not articulate could be a right candidate
• Playing Psychologist
– Use personality assessments instead of being a psychologist
• Not Taking Notes
– Makes it difficult to make decisions and the interviewer cannot
improve.
21. Common Mistakes contd..
• Overlap in Competencies Covered
– It’s a good idea for have another interviewer but the panel
should not check for same competencies
• Not Checking for Role Fit
– It is important to assess the candidate if he/she is fit
enough to do the work he has experience in and wants to
continue it.
• Not Checking for Culture Fit
– Culture in one company is way different from that of any
other
– Same applies for the candidate too
– There should be clarity of requirements
22. Building A Success Profile
“If you don’t know where you are going,
you can never get lost”
At leadership level
23. • Job description are often out of date
– Usually summer interns update the job descriptions
• Some biz leaders prefer using competencies to the JD
– Competencies = behaviour reqd. to be demonstrated to be successful
Case :
Indian company acquires manufacturing plant in Mexico
o Mexican plant problems : labour unrest , loss of trust
o New country head was to be chosen
o Success Profile sm suggested : Engg. Skills + Influencing skills
o Options : Indian, IIT, Ph.D(material engg) / Mexican, Msc in
Physics
o Board choose Mr.IIT , but failed !!
24. Why build a Success Profile
• JD is useful for recruitment till junior level
• At middle level – imp to evaluate the competencies the role
requires
– Focus more on assessing competencies
• While hiring at leadership level
– Education + Experience = 20 % of a leader’s success
– Competencies & personality matters the most
– 4 areas to be assessed before taking hiring decision
PERSONALITY COMPETENCIES
EDUCATION EXPERIENCE
25. How to build a success profile
• At leadership level –
– interviewers should assess the competencies based on biz drivers
– Personality factors – should be suit the job role & organisational
culture
– Job role should be defined by the biz drivers
• DDI approach - to build a success profile for a CEO of mid-size co.
• Business context :
– Previous CEO retired, new CEO to be chosen
– Market share slipped – 2nd to 6th position in just 4 yrs
– Demotivated leadership team – Meetings = Blame game
– New players entered & introduced addl. features with strong after
sales service
26. Steps to create a Success Profile
Identify the key drivers of the business
Identify the competencies needed for each
driver
Identify the personality elements that will
enable or derail the new hire
Consolidate the competencies and personality
factors to show the road map to success
28. Don’t Hire the Best
• Qualification, experience, competence and personality -how should a
manager weigh these while recruiting? Does it pay to take on a 'star'
performer? What, indeed, is the secret of good hiring?
There's no organizational process more important than recruitment.
However, traditional resume- and interview-based hiring often does
not account for the most important factor: personality. But what
individual traits must one measure, and how? Skilled interviewers know
that the trick lies in not just asking questions that challenge the
candidate, but in figuring out whether his or her answer reveals a fit
between the company's expectations and the personality of the
interviewee.
29. Everyone Is Not Able
1. Everyone who is qualified to do a role may not be able to do
the role. While in the short run people may stretch themselves
and demonstrate the appropriate behaviour needed for the role,
eventually their performance will drop because they do not
have the personality elements.
2. A motivational fit with the role helps a person succeed. Job
satisfaction is driven by a fit between the individual’s and The
organization’s values and also how to assess individual values,
motivations and preferences like and dislike. This can be an
important predictor of employee engagement, and a low fit will
lead to attrition of high-performing and otherwise successful
employees.
33. The Hogan Personality test
• The Hogan personality test (HPI) is a tool that can be
used to asses the candidate’s personality, to check the
extent of fit with the role
• It was developed on people working in different roles in
variety of organizations
• It is a measure of “Normal” personality
• HPI test provides detail information about the
BRIGHT SIDE of personality
• The High scores are 65% and above , the low scores are
below 35% and scores between 36 to 64% are medium
ranged
34. Seven Scales of HPI
• Adjustment: Calm, even tempered, conversely, moody
and volatile
• Ambition: leader-like, actively seeks status, values
achievement
• Sociability: Talkative, Socially confident
• Interpersonal Sensitivity: Social skill, tact, perceptiveness
• Prudence: self control, conscientiousness
• Inquisitive: Curiosity
• Learning approach: level of joy person gets in academic
activities and values education as an end in itself
35.
36.
37. • The Hogan Development Survey (HDS) describes
the dark side of personality – qualities that emerge
in times of increased strain and can disrupt
relationships, damage reputations, and derail
peoples’ chances of success. By assessing dark-side
personality, you can recognize and mitigate
performance risks before they become a problem.
38. The HDS measures dark side personality along 11 scales.
The following describe high scorers:
Excitable: moody, hard to please, and emotionally volatile
Skeptical: suspicious, sensitive to criticism, and expecting betrayal
Cautious: risk averse, resistant to change, and slow to make decisions
Reserved: aloof, uncommunicative, and indifferent to the feelings of others
Leisurely: overtly cooperative, but privately irritable, stubborn, and
uncooperative
Bold: overly self-confident, arrogant, and entitled
Mischievous: charming, risk-taking, and excitement-seeking
Colorful: dramatic, attention-seeking, and interruptive
Imaginative: creative, but thinking and acting in unusual or eccentric ways
Diligent: meticulous, perfectionists, hard to please, set high standards and
micromanaging
Dutiful: eager to please and reluctant to act independently or against popular
opinion
39.
40. Organizational Fit
• Focuses on Values and Motivation
• Hogan says: Three dimensions of personality
measurement
– Dark side of Personality
– Bright side of Personality
– Values (Measured by Motives, Values and Preference
Inventory – MVPI)
41. MVPI Report
• Recognition – Desire to be known
• Power – Driven by desire to succeed
• Hedonism – An environment where Fun is an important
part
• Altruistic – Desire to help
• Affiliation – Varied Social Contact
• Tradition – Belief in Values
• Security – Need for Predictability
• Commerce – Money
• Aesthetics – Self Expressions
• Science – Tech savvy
42. Values and Organizational Culture
• Leader’s Personality – Directly impact Organization’s
Culture
• Simplest way to understand the relation is by observing
Reward & Recognition
• Simple Definition of Culture: “The way things are done
around here”
• Strong relation between the fit of current or desired
organizational culture and the CEO characterstics
43. Elements of Organizational Culture
• Recognition
– High: Managing media
– Low: Shy on media
• Power – Driven by desire to succeed
– High: Aggressively pursue Opportunities
– Low: Avoid pushing their staff
• Hedonism – An environment where Fun is an important part
– High: Fun is valued
– Low: task Oriented
• Altruistic – Desire to help
– High: CSR
– Low: interest of the Organization is paramount
• Affiliation – Varied Social Contact
– High: Socialization
– Low: Highly opaque
44. • Tradition – Belief in Values
– High: Pride in Past
– Low: Unconventionalism
• Security – Need for Predictability
– High: Predictability
– Low: Freedom to take chances
• Commerce – Money
– High: Profitability and Cost conscious
– Low: Challenges based
• Aesthetics – Self Expressions
– High: Self Expression
– Low: Cost Conscious
• Science – Tech savvy
– High: Data Based
– Low: People Based
45. Conclusion
• Understand the demand of the role
• Create Success Profile
• Identify enablers and derailers
Step 1
• Hogan Personality Inventory to assess the ‘bright side’
• Personality what the others observe in a candidateStep 2
• Hogan Development Survey to identify the ‘dark side’
• Warns you about potential issues that may come upStep 3
• Assess the motivation of an individual
• Helps to find a fit with organization’s cultureStep 4
• Hiring right is when
• the person matches the demand of the role
• Is motivated
• Culture fit
Step 5
