There is an old saying that the higher the level of success a candidate achieves in their career, the more difficult it is for organizations to thoroughly assess their skills. Why is that? The answer is this: by the time a manager rises to a senior executive position, they are typically very good communicators. Good communicators are skilled at telling a stories, selling themselves and, on occasion, embellishing their skills. It’s just what they do.

Compounding this issue is the fact that the skills needed for managers going forward are far different than those needed earlier in their careers. Leaders need to be visionary; they need to see and analyze emerging trends and understand how they impact their organization. They need to be able to create technological solutions that enable their organization to excel. They must also excel at managing change, achieving influence and gaining consensus. How then can organizational leaders accurately assess these candidates, especially when they are not accustomed to interviewing and do not have exemplary skills in this area?

Of course, I can suggest using an executive search professional, but there is still a good deal of homework the employer needs to engage in prior to taking this step. This includes ensuring that the job description is up to date and that the salary is appropriate for the role, especially if changes have been made. There are many situations where organizations simply continue with the salary of the former incumbent, totally neglecting the fact that a new employee might not have the same level of experience.

Next, the employer needs to ensure effective strategies for recruiting, screening, interviewing and assessing future candidates are in place. Once the employer is confident that the job description is current, the next step is to review the selection criteria. This step is not as easy as it looks. You need to examine each and every activity the manager is involved in and assess what skills are required. Don’t forget to consider technical skills as well.

The process now needs to have steps that will enable you to thoroughly assess the candidates and ensure that all of the candidates you interview are “A” candidates. Here are a few suggestions:

Step 1: Make a checklist with all of your selection criteria documented. Review each resume and rate the candidates on a scale of 1-5. This will sort out the candidates for the next step.

Step 2: Develop a set of questions that will discover exact experiences the candidates offer for each of the selection criteria.

Step 3: Conduct a telephone or Skype interview with each screened candidate; once again, rate them on a scale of 1-5 against your selection criteria.

Step 4: For the candidates who have passed these initial screening tests, forward them a document requesting written information. Ask for responses to a variety of questions that typically would have been included in a screening interview. This not only saves you time but it gives another view into the credentials and capabilities of the candidates.

Step 5: For those candidates who return this document and have met your criteria, have them complete a psychometric assessment tool that will examine various character traits; once again, match these traits to your requirements.

Step 6: Once candidates have completed the screening process, bring them in for a face-to-face interview. Prepare your questions so they elicit specific examples of how the candidates applied their skills in specific situations.

Step 7: As you narrow the field of candidates, you can set up additional assessments. For instance, have each candidate prepare a presentation on how they might overcome one of your business challenges. Have the candidates meet other leaders within your organization who can provide an informal assessment back to the team. Have the candidates complete a case study and report back to the interview team.

I am certain you are recognizing that searching for and recruiting senior management candidates is far more complicated than recruiting front-line staff. Senior level leaders are great communicators, so it is important for the interviewer to reach deeper than simply a good impression. For additional advice, please give me a call.