In the present times of changing the environment for organizations, executive hiring is more critical than it was in the past. The process also seems to be getting more complicated to accomplish because of the performance demands which are impacted by various obligations. Often, the flourishing of an organization depends on who sits in the executive offices, with high performing executives adding to the profitability of their organization (Commodore, 2015). The selection of a competent executive is determined by integrating various processes with each feature necessitating its type of procedures formed in a careful examination of best performances. The intricate nature of the presidential position, the complication of defining and evaluating leadership traits as well as the reality that a different group of individuals makes most executive hiring choices form a more challenging situation than in the lower-level employment.
In the presidential hiring, the first step needs to be defining of the necessities for the position. The selection committee together with the current executives should enhance a shared perceptive of prospects before embarking on the hiring process. Some of the factors include nature of managerial work, the phase of development, present challenges faced by the institution and the strategic route toward which board wants the institution to move. It could also be useful for the board to think in provisions of crucial performance imperatives that are cited by researchers for the institutional executive. If an institution fails to define the requirements of the executive carefully, there is an increased possibility of appointing the wrong personnel, resulting in larger disorder in the institution (Commodore, 2015). Preferably, in preparation for such vacancies, an institution should be capable of expressing its expectations for executives on a continuous basis.
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Understanding the nature of the executive responsibility begins with outlining how the executive leadership varies from other management stages in the institution. At the lower level of management, leaders are mostly concern with administering and managing the existing regulations and structures. They convert the organizational bigger picture goals from their seniors into more direct responsibilities, projects, and duties on specific timelines while still addressing the challenges within the present system. An executive leader needs to adopt a much longer strategic perspective with the likeliness of being involved in making regulations and structures that would then be implemented across the institutions. Most board hires executive replacement through the system of expertise in selecting the best candidate for the position. The new individuals could arise from within the institution or come from different industry. Nevertheless, they all end up in the final candidate group, espousing the aspects wanted to lead in an ever challenging modern advancement (Commodore, 2015).
In its process of hiring the president, the board needs to weigh largely on the institution's current cycle of growth or adjustment. The executive candidates need to understand the organization prospects either for growth, restructuring or position sustainment. When pursuing an individual to turn around achievement, the board could put innovative approach at the top of its listing of necessities. When an institution is doing well, innovation is less significant than awareness of the organization arrangement and processes. An institution with a history of restructuring or policy change would need an executive individual with experience in finance and operations (Khurana, 2002). The organization size could also influence the hiring criteria, with smaller institution most likely choosing an outside candidate due to essence for growth. But the internal features should always be measured together with strategic objectives in determining necessities for the new president position.
In addition to internal concerns, there are also external challenges and influences that would necessitate evaluation of hiring a president. In the dynamic industrial change, an executive may require to engage in more networking and scanning industrial landscape thus a candidate with experiences in networks and diversity especially skills outside the organization would be most reliable. The organization's position on global strategy would also influence the president requirements. The institution could need to adjust work necessities accordingly as the executive progressively works across state and cultural limitations. Researchers suggest that institutions that demand an executive to reveal positive outcomes need to look outside the company and require utilization of standardized procedure for hiring with specifications on precise features being looked for (Commodore, 2015).
An executive leader needs to adopt a much longer strategic perspective with the likeliness of being involved in making regulations and structures that would then be implemented across the institutions. Understanding the institution's arrangement plan is the critical feature for an executive selection board. The procedure for selecting a president need also to define the preferred applicant attributes. The executive serves a unique role as the face of the institution and therefore need to have features necessary for his responsibility (Commodore, 2015). Unique qualities define achievement at the level of an executive. There are three more comprehensive sets of administrative skills which are essential, namely interpersonal, technical and conceptual. Researchers argue that the technical proficiencies are necessary to the organizations lowest level of management while interpersonal proficiencies are essential in all levels and conceptual skills being significant at the executive point. In other suggestions, because of increase in social intricacy at the executive level, interpersonal proficiencies are also most essential for presidents.
Present dynamics and the fast-growing environment that broadens across state limits necessitate a new breed of executive. The individual should be able to balance various responsibilities or the capability of harmonizing forceful against enabling leadership and policies against operational management. To reduce the escalation of failure among the top executive, the use of outlined competency model when assessing new hires would increase the probability of their achievement (Commodore, 2015). The board should desist from performing hiring under strong time restrictions and should give primary focus to candidates from other cultures possessing skills in management. For an executive search to be more victorious, the board should pay more attention to the capabilities of a global president and factor the capabilities in their evaluation.
References
Commodore, F. E. (2015). The Tie that Binds: Trusteeship, Values, and the Presidential Selection Process at AME Affiliated HBCUs (Doctoral Dissertation). Retrieved on 30 April 2018, from https://repository.upenn.edu/cgi/viewcontent.cgi?referer=https://www.google.com/&httpsredir=1&article=2841&context=edissertations.
Khurana, R. (2002) Searching for a Corporate Savior: The Irrational Quest for Charismatic CEOs . Princeton, NJ: Princeton University Press.
