DOCSLIB.ORG

Weston Public Schools 2016 Superintendent Search Leadership Profile Report Executive Summary

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Weston Public Schools 2016 Superintendent Search Leadership Profile Report Executive Summary Weston Public Schools 2016 Superintendent Search Leadership Profile Report Executive Summary Prepared for the Weston Board of Education Superintendent Search Committee By Cooperative Educational Services Trumbull, CT 06611 March 7, 2016 WESTON SUPERINTENDENT SEARCH – 2016 LEADERSHIP PROFILE REPORT TABLE OF CONTENTS Executive Summary 2 Introduction 4 Demographics 5 Professional Experience 6 Achievement Record 8 Education Background 10 Significant Challenges 11 Personal Characteristics 14 Significant Issues 17 Appendix A (Focus Group Results) 20 1 EXECUTIVE SUMMARY The Weston Board of Education employed the services of Executive Search Services at Cooperative Educational Services to facilitate its search for a new superintendent of schools. The initial phase of the search process involved an online survey and focus groups in order to determine the most desirable attributes of a new superintendent. A total of 49 people participated in one of six focus group sessions that were conducted on February 24, 2016 and 313 participants completed an online survey that was accessible from February 10-26, 2016. Detailed results of both the online survey and focus groups follow this summary. The following selection criteria are derived from these results and are summarized here for the Weston Board of Education consideration. Recommended Selection Criteria: 1. Superintendent experience is preferred but not necessary if the candidate demonstrates the desired personal and leadership qualities. 2. The new superintendent should demonstrate an understanding of teaching and leading in a contemporary public school. 3. The new superintendent should be capable of supporting teachers and school leaders; meet the demands of various school reform initiatives. 4. The new superintendent will need to be able to build a positive school district culture that supports learning, teaching, innovation, promotes excellence, and engages in processes of continuous improvement. 5. The new superintendent will need to sustain strong relationships with town officials and community agencies through collaborative partnerships and effectively functioning teams. 6. The new superintendent must be an excellent communicator, advocating for students, staff and schools in a credible, sensible manner by being visible and active at school and community events. 7. A doctorate degree is not necessary for success in this position. Personal qualities such as experience, leadership skills and interpersonal skills are viewed as more important. All of these attributes being equal, the doctorate degree would be preferred. 8. The new superintendent should be adept at team building, using expertise wisely and faculty development in the context of long-term planning. 9. The new superintendent should possess acumen in all aspects of budgeting, especially in communicating budget issues in a clear, credible manner to various stakeholder groups. 2 10. The new superintendent will need to skillfully assess program effectiveness and address issues where performance expectations are not at a high level. 11. The new superintendent of schools should demonstrate the following personal characteristics: Excellent communication skills, inspirational Highly developed interpersonal skills, evincing a friendly and approachable demeanor to all stakeholders and students Strong ethical values; integrity, honesty, fairness Visionary Innovative; building on the successes of the district A process oriented person, collaborative and inclusive Strength of convictions, advocating for students, teachers and the community Thoughtful decision making; always having students’ best interest in mind Belief in the importance of education 12. The new superintendent will need to sustain and grow the culture of academic excellence in the schools. 13. The new superintendent will need to manage enrollment decline systematically but with sensitivity and credibility for all stakeholders. 14. The new superintendent will need to create a shared vision for the effective use of technology and take appropriate action to realize that vision. 15. The new superintendent should be committed to the district for a long-term relationship. 3 Introduction The Weston Board of Education has begun its search for a superintendent of schools. It is expected that the new superintendent will begin duties as soon as possible. The goal is to have a Superintendent on board as close to July 1, 2016 as is feasible. The election of a school superintendent is a state-legislated responsibility of the Board of Education. The Board’s goal is to find the most qualified person whose background and personal attributes best match the needs and expectations of the school district and the Weston Community. The Board of Education believes that assessing school and community opinion about desirable leadership attributes for a new superintendent will enable the development of a leadership profile to assist in the recruitment and selection of a superintendent of schools. To that end, the Board of Education has contracted with Cooperative Educational Services (C.E.S.) Executive Search Services. In order to develop this profile and community assessment, search consultants Tom Jokubaitis and James Ritchie prepared an online survey and conducted focus groups with school employees, students, and community members. In conducting the focus group sessions, C.E.S. consultants use a structured framework of questions. The intent of the framework is to seek opinions from each focus group as to what group members perceive to be the most desirable skills, qualifications, background of experiences, and personal qualities that Weston would like to see in the Superintendent. Six focus group sessions were conducted on February 24, 2016 for the following groups: (1) Public officials; (2) Administrators; (3) Elementary school teachers; (4) Secondary teachers; (5) High school students; and (6) Parents and community members. A total of 49 people participated in the focus groups. Each focus group began with introductions and clarification of purpose and the processes to be used in soliciting participant opinions. Consultants indicated they were there to listen to the opinions of the participants, to facilitate group discussion, and to answer questions about search procedures. Each focus group used guiding questions to frame their responses for the consultants. Responses were recorded and participants were asked to verify the accuracy of the record of responses to each question before moving on to the next. Questions focused on (1) Background experiences; (2) Achievement record; (3) Education background; (4) Expertise; (5) Personal qualities; and (6) Important issues. The record of opinions for each group can be found at the end of this report in Appendix A. In addition to the focus group sessions, an online survey was accessible to all Weston residents and school employees from February 10-26, 2016. The online survey utilized questions similar to those included in the focus group question framework. Data from the online survey and focus groups are blended in determining the recommended list of priority attributes for a new superintendent of schools. The Weston Community should take pride in the fact that 49 people participated in focus group sessions and 313 people responded to the survey. This report represents a composite of the Weston community’s vision of its next superintendent of schools. Upon review and acceptance 4 of this report by the Board of Education, it will be posted on the district website. The profile of the “ideal” superintendent presented in this report will serve as basic criteria for the Board of Education as it focuses on the recruitment and selection of a superintendent of schools. The consultants and Board of Education express their sincere appreciation for those who took time to attend focus group sessions and/or participate in the online survey. Demographics: A total of 313 people took time to complete the online survey that was accessible for thirteen days. Respondents may have checked more than one category (334 for all categories checked). Survey Demographics 190 200 150 100 52 34 30 21 50 2 Respondents 0 Resident, non- Parent of a Student Weston Public Weston Public Town Official parent Weston Public Schools, certified Schools, non- Schools student staff certified staff Demographics Response Percent by Category Category Number Percent Resident, Non-parent 30 8.98% Parent 190 56.9% Student 34 10.2% Certified Staff 52 15.6% Non-certified Staff 21 6.3% Town Official 2 0.59% Other 5 1.5% Total: 334 Others are represented by a parent of a former student, retired teacher, former student, parent of parochial school student, parent of future student, former non-certified staff member, and club advisor. 5 In addition to the online survey, six focus group sessions were conducted with participation rates as indicated below: Focus Group Participants Administrators 11 Elementary teachers 9 Middle and high school teachers 6 Parents and community 9 Public officials 6 High school students 8 Total: 49 Observations: The total number of online survey responses and their distribution across categories provides a breadth and depth of perceptions of school district stakeholders. Parents of school-age children and teachers represent the largest number of respondents, followed by students and resident non-parents. This demonstrates a high interest in the schools and the selection of a new superintendent of schools. It is noteworthy that the First Selectman participated
Load more

Recommended publications
  • Executive Recruitment Triads from an Agency Theory Perspective
    Administrative Issues Journal: Connecting Education, Practice, and Research, Summer 2019 Vol. 9, No. 1: 01-18. DOI: 10.5929/9.1.6 Executive recruitment triads from an agency theory perspective Carlos Baldo, Ph.D. Colorado Mesa University Ramón Valle-Cabrera, Ph.D. Universidad Pablo de Olavide Miguel Olivas-Lujan, Ph.D. Clarion University of Pennsylvania Abstract The relationships between clients, headhunters, and candidates during the executive search process has not been researched using agency theory as the theoretical framework. This is puzzling, as the existence of common objectives and information asymmetries between these three parties make agency theory an ideal one to explain the interactions between them. We addressed this gap by developing six testable propositions for researchers. Practitioners may also benefit from the study as understanding the human assumptions in the process of executive recruitment may help increase the chances of achieving positive outcomes. Keywords: Executive Recruitment, Agency Theory, Headhunters, Triad, Information Asymmetries Introduction n recent years, talent has become a strategic priority for organizations (Guthridge, Komm, & Lawson, 2008). The “war of talent” (Faulconbridge, Beaverstock, Hall, & Hewitson, 2009) is at the top of the I business agenda as organizations look to attract the most talented executives to lead their businesses. The complexity of this process among the core activities for strategic HR has led to the outsourcing of talent recruitment and selection1 (Greer, Youngblood, & Gray, 1999). For high-level executives and many other highly skilled employees, the responsibility is shared with third parties that provide recruitment, selection, and onboard services. Within the professionals’ or practitioners’ field, these firms are also known as Executive Recruitment Firms or Headhunters.
    [Show full text]
  • Executive Director Nursing & Midwifery Limestone Coast Local Health Network
    CANDIDATE INFORMATION PACK EXECUTIVE DIRECTOR NURSING & MIDWIFERY LIMESTONE COAST LOCAL HEALTH NETWORK CANDIDATE INFORMATION PACK Executive Director Nursing and Midwifery TABLE OF CONTENTS Executive Summary 3 Limestone Coast Local Health Network 4 Executive Director Nursing and Midwifery 8 Employment Terms & Conditions 11 How to Apply 13 Living in Mount Gambier 15 HardyGroup | IN CONFIDENCE 2 CANDIDATE INFORMATION PACK Executive Director Nursing and Midwifery EXECUTIVE SUMMARY • Experienced Executive Director of Nursing and Midwifery • Strategic Transformational and Innovative leader • Passionate about rural healthcare provision • Focus on contemporary models of care and sustainable workforce The Limestone Coast Local Health Network (LCLHN) is part of SA Health and covers the areas including the towns and surrounds of Millicent, Naracoorte, Kingston SE, Penola, Mount Gambier, Keith and Bordertown, extending to the Victorian border. LCLHN provide services including accident and emergency, day and inpatient surgery, aboriginal health, obstetric services, community-based health services and residential aged care services. The Limestone Coast Local Health Network are now seeking an experienced Executive Director of Nursing and Midwifery to provide strategic, transformational and innovative leadership, governance, and direction for the Regional Local Health Network and provide a key support role for the Chief Executive Officer by ensuring the operational services function as a highly effective component of the organisation producing a high degree of confidence in the service delivery. This is a unique opportunity for an experienced nurse / midwife executive leader, with a passion for rural health care provision to live and work in a wonderful region of South Australia. Mount Gambier lies halfway between Adelaide and Melbourne and strikes the ideal balance between the vibrant lifestyle of a big city and comforts of a small town, between cultural progress and tradition and between modern conveniences and the preservation of natural beauty.
    [Show full text]
  • Competitive Recruitment Guide
    THE GEORGE WASHINGTON UNIVERSITY Competitive Recruitment Guide STAFF POSITIONS Table of Contents INTRODUCTION ....................................................................................................................................................3 Keys to Success ......................................................................................................................................................... 3 Roles and Responsibilities ....................................................................................................................................... 4 BEFORE ....................................................................................................................................................................5 Plan and Strategize ................................................................................................................................................... 5 DURING ....................................................................................................................................................................6 Advertise and Source Applicants............................................................................................................................ 6 Charge the Search Committee ............................................................................................................................... 6 Screen Applicants ....................................................................................................................................................
    [Show full text]
  • Keeping Kids Healthy Forlearning Ohio School Plan Solutions with RESPONSE
    Health and wellness issue • Board president spends day as teacher April 2015 • Volume 59, Issue 2 J OURNALOHIO SCHOOL BOARDS ASSOCIATION Keeping kids healthy forlearning Ohio School Plan Solutions with RESPONSE We understand and value your time. Ohio School Plan claim calls are answered 24/7 by our experienced claim adjusters – call 866-825-2467 For more information, call 1-800-288-6821 Our claims handling philosophy is to be Fair, Friendly and Firm. In collaboration with each educational institution, we fully Hylant Administrative Services investigate every incident to ensure the utilization of defenses 811 Madison Avenue Toledo, Ohio 43604 and immunities afforded to Ohio’s public entities. We treat each call with promptness, professionalism and courtesy. ohioschoolplan.org The Ohio School Plan is exclusively sponsored by BASA, OASBO and OSBA. Table Of Contents ON THE COVER Growing healthy students, p. 14 J OURNALOHIO SCHOOL BOARDS ASSOCIATION Health and wellness issue: South Euclid-Lyndhurst City program brings fresh produce to school cafeterias. — photo credit: iStockphoto FEATURES p. 26 Playing for keeps 26 Academic pressures are pushing recess aside despite proven benefits. Board president spends a day as a teacher 34 Experience broadens Port Clinton City board veteran’s perspective. Let’s hear it for the board 40 Districts recognize the service of Ohio school board members. NEWS p. 18 School nurses play vital role in student health, learning 18 Rx for success — optimal health for optimal learning 22 OSBA offering resources for school board candidates 36 DEPARTMENTS p. 3 Executive Outlook 3 According to Law 4 Management Insights 8 Boardmanship 10 Capital Insider 12 OSBA: Working for You 32 Digital edition available OSBA Journal (ISSN 0893-5289) is published bimonthly by the Ohio School Boards Association, 8050 N.
    [Show full text]
  • Executive Search & Selection
    Author: Dr Paul Turner is a Principal Consultant with Collingwood, a well-established Executive Search and Strategic Leadership Consultancy. With an outstanding track record of business success as an Executive responsible for multi-channel sales, customer service and HR, he moved into consultancy in 2006, since when he has worked with leading companies in the UK and internationally. Paul gained his PhD in organisational development and leadership behaviour in 2011 and publishes papers and books on leadership and related business topics, maintaining academic links with several universities and business schools. WHITE PAPER: EXECUTIVE SEARCH AND SELECTION Purpose: to identify proven methodologies, approaches and latest thinking on Executive Search and the recruitment of senior roles with the aim of refining existing approaches and techniques and thus drive improvement in the quality of Executive Search and Selection, with the end aim of helping our clients select senior candidates who are the best fit for their organisation and the specific role. Approach: to undertake a literature review of evidence-based research relating to Executive Search and Selection and compare with our practical experience, so as to identify proven and practical selection approaches which improve effectiveness and increases return on investment. Key Findings: Executive Search and Selection continues to grow, yet is a relatively emergent topic for academic research. This paper sets out 7 key elements of an effective search and selection process including the need for rigour when matching candidates to the organisation and role both in terms of ‘track record’ and personality characteristics. The use of effective onboarding or career transition practices, whilst still in the minority, was seen to be an emerging trend due to the costs and negative impacts associated with early attrition or candidate failure.
    [Show full text]
  • Lessons from Executive Search Firms
    What Healthcare Leaders Should Know About Recruiting Senior Executives: Lessons from Executive Search Firms Division of Member Services, Research Career Resource Center American College of Healthcare Executives White Paper May 2016 Acknowledgements This survey of executive search firms on trends in recruiting healthcare leaders is the first of its kind developed by ACHE. We would like to thank the following firms for their contributions to this study. Alliance Search Management Kirby Bates Associates Anderson & Associates Management Pathways B.E. Smith Merritt Hawkins Cejka Executive Search Millican Solutions CES Partners, Ltd. Morgan Hunter HealthSearch Coors Healthcare Solutions MSA Executive Search Daudlin, De Beaupre and Company Nutter Group Desir Group Executive Search P•A•R• Associates, Inc. Diversified Search Phillips DiPisa ExecuConnections Quick Leonard Kieffer Executive Dimensions, LLC Spencer Stuart FaithSearch Partners, Inc. The Buffkin Group Faubion Associates The Synergy Organization Furst Group Tyler & Company Grant Cooper HealthCare Waverly Partners, LLC Heidrick & Struggles Witt/Kieffer Heinrich, Casey & Associates Zurick Davis John G Self Partners Inc. ACHE would also like to thank Robert Kuramoto, MD, Quick Leonard Kieffer International, who originated the idea for this collaboration and served on the advisory group, and the other members of the advisory group: Etheline Desir, Desir Group Executive Search Dennis J. Kain, FACHE, Tyler & Company, Inc. Donna Padilla, Witt/Kiefer Roger Samuel, FACHE, MSA Executive Search ACHE is also grateful to the members of the CEO practitioner panel who participated in the discussion of the survey results during ACHE’s Executive Search Firm Day in November 2015: Richard D. Cordova, FACHE President and CEO Emeritus, Children’s Hospital Los Angeles Bruce M.
    [Show full text]
  • Abstract the World of Work Continues to Change. Labour Markets in Most Countries Are Increasingly Shaped by Policies of Neoliber
    1 Enright, B. 2013. (Re)considering new agents: a review of labour market intermediaries in labour 2 geography. Submitted to Geography Compass. [Preprint version]. 3 Final (peer reviewed) version available at Geography Compass, Volume 7, Issue 4, pages 287– 4 299, April 2013. DOI: 10.1111/gec3.12035 5 Abstract 6 The world of work continues to change. Labour markets in most countries are increasingly 7 shaped by policies of neoliberal deregulation while strategies of flexibility dominate public 8 policy and corporate strategy across an array of sectors. At the forefront of these changes are 9 the myriad labour market intermediaries that are used by workers and employees to enhance 10 their ability to navigate ever more complex and volatile labour markets. For some, mediated 11 employment, recruitment and work practices mean greater career progression and profit 12 making ability, but for many others it means increased precarity, vulnerability and insecurity. 13 This paper critically reviews existing literature within geography on three types of private 14 labour market intermediary, namely; temporary staffing agencies and contract brokers; 15 executive search firms and headhunters and; informal intermediaries such as gangmasters. 16 The final section addresses the future for research in labour geography and, in particular, 17 suggests new ways in which to broaden our understanding of labour market intermediaries 18 and their impact on worker agency. 19 20 Introduction 21 Since the 1970s labour market deregulation and flexible employment practices have led to a 22 “frenzy of academic and populist speculation about the future of work” (Wills 2009, 442). 23 Recently described by the Labour Party leader as “nasty, brutish and short-term” (Wintour & 24 Topping 2012) the contemporary UK labour market, and indeed that of many other countries, 1 25 is fundamentally characterised by the increasingly individualised nature of work and the 26 growing ‘contractualization’ of employment (Standing, cited in Allen & Henry 1997, 180).
    [Show full text]
  • Enright, B. (2013)
    Enright, B. (2013). (Re)considering New Agents: A Review of Labour Market Intermediaries within Labour Geography. Geography Compass, 7(4), 287-299. https://doi.org/10.1111/gec3.12035 Peer reviewed version Link to published version (if available): 10.1111/gec3.12035 Link to publication record in Explore Bristol Research PDF-document This is the peer reviewed version of the following article: Enright, B. (2013), (Re)considering New Agents: A Review of Labour Market Intermediaries within Labour Geography. Geography Compass, 7: 287–299, which has been published in final form at doi: 10.1111/gec3.12035. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving. University of Bristol - Explore Bristol Research General rights This document is made available in accordance with publisher policies. Please cite only the published version using the reference above. Full terms of use are available: http://www.bristol.ac.uk/red/research-policy/pure/user-guides/ebr-terms/ 1 (Re)considering New Agents: A Review of Labour Market Intermediaries within 2 Labour Geography 3 Bryony Enright 4 Abstract 5 The world of work continues to change. Labour markets in most countries are increasingly 6 shaped by policies of neoliberal deregulation while strategies of flexibility dominate public 7 policy and corporate strategy across an array of sectors. At the forefront of these changes are 8 the myriad labour market intermediaries that are used by workers and employees to enhance 9 their ability to navigate ever more complex and volatile labour markets. For some, mediated 10 employment, recruitment and work practices mean greater career progression and profit 11 making ability, but for many others it means increased precarity, vulnerability and insecurity.
    [Show full text]
  • Never a Fee!" Has Scarcely Received Mention and Remains a Much Overlooked Aspect of the Contemporary Employment Scene in the United States
    - v WorkingUSA THE JOURNALOF LABOR AND SOCIETY Editorialand AdministrativeStaff Pubtisher: M.E. SHARPE Editor IMMANUELNESS Chief Operating Officer: VINCENTFUENTES Editoriat Director: PATRICIAA. KOLB Production Director: CARMENP. CHETTI JournalProgram Manager DEBRAE. SOLED pi CopyEditor: SUSANBURKE Compositor..YOLANDAGAVAGHAN Advertising: BARBARALADD Customer Service: SORINAPOP EditorialAdvisoryBoard Elaine Bernard,Director, Harvard Trade Union Program; Barry Bluestone, Professor, University of Massachusetts/Boston; Paul Buhle, Professor, Brown University; JeremyBrecher, author and journalist; Mary Hatwood Futrell, President, Education International; Michael Goldfield, Professor, Wayne State University; Lois Gray, Professor, Cornell School of Industrial and Labor Relations; Robert Heilbroner, Emeritus Professor of Economics, the New School; Gerald Horne, Professor, University of North Carolina at Chapel Hill; ErnestoJofre,Manager, Amalgamated Northeast Region, UNITE; Steven Leberstein,Executive Director, Center for Worker Education, City College of New York; Steven London, Associate Professor, Brooklyn College, CUNY; Ray Marshall, University of Texas, former Secretary of Labor; Paula Rayman, Director, Radcliffe Public Policy Institute; Steve Schlossberg, former Deputy Undersecretary of labor; William Usery, Mediator, former Secretary of Labor and FMCS Director; CornellWest, Professor, Department of Afro-American Studies, Harvard University;JosephWilson, Professor, Graduate Center for Worker Education, Brooklyn College, CUNY; 8 Stephen P.
    [Show full text]
  • Contract Labour Hire Agency
    Contract Labour Hire Agency monandrousUnpreparing Diegoafter berserk undresses Quintin undeservingly, does so intriguingly? he ruralizing Herold his bandanajargonises very translationally. capitularly. Is Kalil dualistic or This case law with labour hire document the labourers on workers show an increase in. When you wait for her paid the host employer must ensure that primarily on. Companies charge employers, agencies that during periods of their. Such a regular workplace bullying laws differ from time off per year. They contract labour hire agency a contracting. Every single room for regulatory approach is not responsible for you will have been a layoff. Labour hire to consult comprehensively but i have already shown themselves have proven track record of that they are committed to create connections that. Their work that measures are costs ordered by industry often have any time off this phone? But did not. Downer and shrink your. So much more on some cases, a whole contract? Businesses on agencies appear in a small margin that cover overheads such terms of them and consulting roles not prevent a job at any particular worker? Launch an agency and labour agencies are stored in australia has been contracting solutions company hires directly for? What it recruitment agencies, both see them to the company would still hesitant to. This case where employees at a way that references only help unemployed candidates into australian businesses which are often have been no contract due allows your. Therefore not working experience on an award or an employee group training obligations imposed on an employment agencies hire labour hire industry revenue is a working from time.
    [Show full text]
  • Table of Contents Evidence and Executive Compensation-Like Trains Passing in the Night? an Introduction to “Are Top Execu
    1 Table of Contents Evidence and Executive Compensation-Like Trains passing in the Night? An Introduction to “Are Top Executives Paid Enough?” by Jeffrey Pfeffer 2 Are Top Executives Paid Enough? An Evidence-Based Review by Philippe Jacquart and J Scott Armstrong 7 A Closer Look at the Efficiency of Top Executive Pay Incentives by Christopher S Armstrong 38 Do CEOs’ Aspirations for Wealth Harm Stockholders? by Edward L Deci and Richard M Ryan 44 The “Wicked” Environment of CEO Pay by Robin M Hogarth and Gueorgui I Kolev 51 Employee Ownership as a Mechanism to Enhance Corporate Governance and Moderate Executive Pay Levels by Derek C Jones 59 Is the Evidence Sufficient to Take Action on Executive Pay? Reply to Commentators by J Scott Armstrong and Philippe Jacquart 66 2 Evidence and Executive Compensation—Like Trains Passing in the Night? An Introduction to “Are Top Executives Paid Enough?” Jeffrey Pfeffer Graduate School of Business Stanford University Stanford, California [email protected] Published in final edited form as: Pfeffer, J. 2013. The Ombudsman: Evidence and Executive Compensation—Like Trains Passing in the Night? An Introduction to “Are Top Executives Paid Enough?”. Interfaces, 43(6): 578-579. 3 Abstract The following articles review the ever-growing literature that demonstrates how senior executive compensation practices remain disconnected from relevant empirical literature. The problem is that management is still not an evidence-based profession, and there are few sanctions for either consultants or senior executives who ignore scientific knowledge in their decision-making. Keywords: behavior; management; organization; research. 4 As Jacquart and Armstrong (2013) and most of the commentators on their article make clear, many of the premises that guide executive compensation decisions have little evidence supporting them.
    [Show full text]
  • How to Identify, Qualify, and Work with Executive Search Firms
    How to Identify, Qualify, and Work with Executive Search Firms Today’s competitive and fast-changing business environment demands that organizations continually attract and secure talent to achieve and sustain success. As a result, recruitment is a significant issue for hiring and human resources executives, and these professionals are finding that traditional recruitment methods are not effective in fulfilling challenging and critical needs. Therefore, they are turning to executive search firms for strategic and proactive talent acquisitions. The objectives of this e-book are to educate hiring and human resources executives on: . how to identify reputable and specialized search firms; . how to qualify search firms for specific recruitment assignments; and . how to support a search process to generate a successful outcome. By understanding the above, hiring and human resources executives can maximize their organizations’ return on investment when partnering with executive search firms. About Helbling & Associates, Inc. Helbling & Associates is a retained executive search and talent acquisition consulting firm specializing exclusively in construction, engineering, facilities management, and real estate development. We proudly represent prominent organizations throughout the United States and Canada including: construction contractors and managers, architecture and engineering firms, public and private colleges and universities, healthcare and cultural institutions, public agencies, real estate developers, and corporations with significant real estate assets. These types of organizations face common recruitment challenges, including: an aging population at the executive management and operational levels; a shortage of executives who are multi-faceted and have combined attributes of innovation, technical knowledge, strong business acumen, management capabilities, and important soft skills; and an overall lack of effective succession planning.
    [Show full text]