Hiring the best possible talent for leadership positions has never been so vital.
The importance of performance, engagement and retention mean the quality, relevance and effectiveness of a new leader are essential to ensure high performing and engaging teams and businesses.
So, what are some of the key challenges in hiring, on-boarding and performance measurement?
1) How do you know you’re getting the most relevant person for the role, the organisation and the team they will be leading?
Hiring the best person for a role and organisation should be based not simply on skills and leadership capability in isolation. It’s essential that these attributes are measured and evaluated in the context of the current Team environment and climate.
2) How do you ensure a new leader becomes effective fast?
Recent research by the Corporate Leadership Council highlights the impact of a new leader on their team and the broader business. They concluded that:
- Over 40% of transitioning Leaders underperform in the first 18 months of their new role.
- Direct reports of transitioning Leaders underperform their peers by as much as 18%
- At any given time, 6% of an organisation will be transitioning Leaders with the potential impact as high as 45% of the organisation’s employees
3) How is leadership effectiveness quantitatively measured and benchmarked over time?
With so much potential ambiguity around what an effective Leader looks like, being able to track and evaluate the component parts of leadership enables businesses to track progress and implement specific and relevant learning and development plans.
How can the Performance Climate System (PCS) help?
The Performance Climate System (PCS) is a powerful tool used for analysing, driving and tracking Team performance, and assessing the effectiveness of Leaders.
It provides an objective and accurate picture that crystallises what’s really going on within Teams in order to be able to address issues and improve performance.
PCS to define people specification:
Understanding the type of leader required to be most effective in role is usually conducted during the selection process. To ensure the right search is conducted in the first place, PCS can be used to define what’s going on within the Team, where there are deficiencies and what needs to change or be focused on urgently to improve overall Team performance.
This useful handrail for HR Directors and Recruiters can assist in defining the fit of an incoming Leader or Manager, based on what the Team needs, not just a binary skill-set and experiences search.
PCS to assist with on-boarding and embedding new Leaders in position:
Taking a start-setting PCS report on a Team, with guidance on how the first 90-days could be tackled to support a new leader in role, can be critical to enabling success in the formative months.
It allows a considered action plan to be developed, targeting areas of greatest need, and allowing the Leader to apply initial effort to best effect. Bespoke support throughout this process can also be applied, with a re-measure after a set period to prove new-leader success.
Using PCS as a fast, on-boarding tool can be equally as helpful for supporting Interim Managers and Leaders, who are required to have an impact quickly, by understanding key issues and addressing these problem areas.
PCS as a management tool:
Following placement, PCS can be used at any time to assist in-place Teams and Leaders.
It can be used as a reactive engagement tool to identify strengths and weaknesses in a Team and Leader with specific actions on how to address the most critical challenges; or as a part of a wider, more focussed improvement plan.
For the Team, it acts as an excellent engagement tool, improving awareness and agreement of the key issues standing in the way of improvement; It ensures accountability and Team ownership.
If you’re an executive recruiter, HR or L&D professional who would like to find out more and understand how PCS can help you, please contact us at email@example.com