Selecting Your CEO: Strategies for Library Boards

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Selecting Your CEOStrategies for Library Boards

• Dr. Ken Haycock, CHRP
• 2006

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A Million Dollar Responsibility!

• 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?

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Preparation Roles

• Board Roles and Responsibilities
• Board/Chair/Selection Committee
• Degree of Autonomy/Trust/Training
• Role of the Incumbent and of HR
• Related Roles and Responsibilities
• Expectations Time and Costs

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• Whether to use a search firm
• Expertise, Connections, Time (ROTI)
• Role in the Industry and Sector
• Detailed Proposal with References
• Essential Traits honesty ethics problem
  solver agree to position salary and fee plus
  ceiling on expenses work as team member liaison
  rather than gatekeeper expert resource respect
  time
• Know the system annual reports strategic plans
  Board and senior staff interviews or
  consultations
• Regular reports throughout process

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Preparation Profiles

• Developing the Position Profile (Board
  Consensus)assess the organization and its needs
  define job requirements determine candidate
  requirements
• Key Questions
• What are the primary objectives for the position?
• What are the essential competencies and
  qualities?
• What are the barriers to success?
• What are the bottom-line criteria for evaluating
  success?
• Key Informants Interviewed
• Developing the Community Profile

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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

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Legal Issues

• Know (and abide by!) the laws
• Understand privacy regulations collect
  information for stated purpose and use only
  demonstrably job-relevant
• Written authorizations for reference checks
• Maintain all appropriate records

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Advertising/Recruiting

• Advertising (the profile not the job
  description)
• Options and Costs
• Sources of Additional Information
• Succession Management
• Recruiting (the people who arent looking)
• Closing dates

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Predicting Success

• What has predictive value?
• What has limited predictive value?
• Lessons?

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Narrowing the Slate

• Short-listing I Match to General Position
  Requirements
• Short-listing II Match to Profile
• Short-listing III

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Selection On-Site Assessment

• each of the finalist candidate will be able to do
  the job and to do it well according to their
  application, their preliminary interviews and
  their referencesand be ready to accept the
  position if offered!
• Briefing Book and Candidate Profiles
• Interviews
• Presentations to Staff
• Meetings with Senior Staff
• Other Options and Opportunities

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On-Site Assessment

• role of consultants and assessors
• use an assessment instrument matched to objective
  measures for notes
• use structured and planned approaches for the
  interview

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Making the Recommendation

• Focused Discussion and Deliberation
• Developing Priority Rankings
• Reaching Consensus
• Making the Recommendation to the Board

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Making the Decision

• Recommendation to the Board (Formal Motion)
• Criminal, Credential and Credit Checks
• Negotiating the Contract
• Maintaining the Records

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Orientation and Training

• Role of the Board/Chair (and others) to ensure
  smooth entry and early successes
• Introductions and liaison
• Regular Board/Executive discussion and
  interaction
• Connections to community and mentors
• Support for training with municipal staff,
  community leaders and other library
  leadersbuilding connections
• Build into Executive/Board meetings

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Assessment and Evaluation

• Position Description
• Position Profile
• Annual Goals and Objectives
• Self-Assessment Board Assessment
• Annual Reviews
• Systematic, Comprehensive, Ongoing
• Implications of Conflict Avoidance

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To your success

• We will ensure a planned, deliberate and focused
  approach .
• Our methods are validated by research in Human
  Resources Management, not by intuition or gut
  reactions, the least effective predictors of
  success.
• We work with the Board to develop a strategic
  profile for the position which guides our actions
  for preliminary interviews and reports.
• We consult with the Board designate at each step
  of the short-listing process but save time by
  soliciting, reviewing, vetting, interviewing,
  checking references and preparing profiles and
  establishing procedures for on-site assessment
  before the committee ever see sa candidate.
• Our approach is guaranteed and comes with
  exceptional references.
• Feel free to contact us at any timevoice
  604.925.0266
• e-mail admin_at_kenhaycock.com
• Web www.kenhaycock.com