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Selecting the CEO: Your Million Dollar Responsibility

Selecting the CEO: Your Million Dollar Responsibility. Dr. Ken Haycock January, 2004. Million Dollars? Really?. Consider the salary you will pay Consider the number of years you expect Consider the investment

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Selecting the CEO: Your Million Dollar Responsibility

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  1. Selecting the CEO:Your Million Dollar Responsibility Dr. Ken Haycock January, 2004

  2. Million Dollars? Really? • Consider the salary you will pay • Consider the number of years you expect • Consider the investment • Compare to the time and money you invest in selecting a million dollar automation system • Which can do you most damage? www.kenhaycock.com

  3. Preparation: Roles Board Roles and Responsibilities • Board/Chair/Selection Committee • Degree of Autonomy/Trust • Role of the Incumbent and HR Municipal Roles and Responsibilities • Mayor/Chief Administrative Officer • Director of Human Resources and Staff Expectations: Time and Costs…Consultants www.kenhaycock.com

  4. Using a Consultant • Expertise, Connections, Time (ROTI) • Signature vs. Boutique • Detailed Proposal with References • Essential Traits: honesty; problem solver; agrees to salary and commission/fee; works as team member; liaison rather than gatekeeper; expert resource; respects time • Contract (fee; expenses; reporting; guarantee; role of Board and others) www.kenhaycock.com

  5. Preparation: Profiles Developing the Position Profile Key Questions • What the objectives for the position? • What are the competencies and qualities? • What are the barriers? • What are the criteria for evaluating success? Key Informants Developing the Community Profile www.kenhaycock.com

  6. Preparation: Reviews Reviewing the Job Description • different from position profile • reflects current expectations • reflects more than just tasks… Reviewing the Compensation Package • industry comparisons (sector) • geographic comparisons • municipal comparisons www.kenhaycock.com

  7. Advertising/Recruiting • Advertising (the motivating profile not the job description) • Electronic Media (costs) • Print Media (costs, effect, optics) • Mailing Cards & Referrals (to whom and why) • Conferences • Sources of Additional Information • Recruiting (the people who aren’t looking) • Telephone Solicitation & Referrals • Selling the Position and the Community • Closing dates www.kenhaycock.com

  8. Narrowing the Slate Short-listing I: Match to Requirements (30 to 20) (required vs. desirable qualifications) • cover letter • resume Short-listing II: Match to Profile (20 to 12) • review profile and key success factors • use to frame questions • telephone and personal interviews Short-listing III (12 to 4) • reference checks I—authorizations • review all documentation and notes • reference checks II—authorizations www.kenhaycock.com

  9. Selection On-Site Assessment • each of the finalist candidate should be able to do the job and to do it well! • Briefing Book and Candidate Profiles (amalgam of cover letter, resume, telephone interview, reference checks) • Interviews • types and relative importance • Presentation(s) to Staff • Meetings with Senior Staff • Reception www.kenhaycock.com

  10. On-Site Assessment • If using a consultant, one attends and assists the committee with interviews while a second moderates and observes presentations and interactions with senior managers and staff as well as providing an opportunity for staff to provide comment. • All of this information is provided to the committee prior to deliberations. www.kenhaycock.com

  11. Making the Recommendation • Focused Discussion and Deliberation • relative consideration of candidate profile, interview, assessment of presentations and interactions with staff and senior managers • Developing Priority Rankings • Reaching Consensus • Making the Recommendation www.kenhaycock.com

  12. Making the Decision • Recommendation to the Board (Board Motion) • Criminal, Credential and Credit Checks • Negotiating the Contract • Maintaining the Records www.kenhaycock.com

  13. Orientation and Training • Role of the Board/Chair (and others) to ensure smooth entry and early successes • Introductions and liaison • Regular discussion and interaction • Connections to community and mentors • Support for training with municipal staff, community leaders and other library leaders—building connections www.kenhaycock.com

  14. Assessment and Evaluation • Position Description • Position Profile • Goals and Objectives • Self-Assessment; Board Assessment • Annual Reviews • Implications of Conflict Avoidance www.kenhaycock.com

  15. To your success… Dr. Ken Haycock, CHRP • No time to ask your question? • Concerned about privacy? • Feel free to contact me at any time… voice: 604.925.0266 e-mail: ken@kenhaycock.com Web: www.kenhaycock.com

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