How manager’s competence assessment is made?
Selecting a managers is a responsible project that requires good preparation. In addition to planning the selection process, executive recruiters need to know how manager’s competence assessment is made at executive level. It is the manager’s role that differs from that of a specialist in that they are responsible for the effectiveness of the team’s performance, which can also be tentatively measured during the managerial selection process. There are 5 elements that are most important in determining the suitability and competence of a manager:
Style of leadership
It is the leadership style that needs to be tentatively identified during the manager selection project. Of course, before this, it is necessary to find out which leadership style, in order of priority, is most appropriate for the position. A competent managerial selection specialist can certainly identify the leadership style quite accurately on a situational basis and compare it with the most appropriate leadership style identified prior to selection.
Representation on local and international markets
Managers represent the company as a whole, both on local and international markets. They are also often the public relations spokespersons when the situation is relevant to their field of activity. A thorough investigation of a manager’s reputation during the recruitment process is essential to ensure that the newly recruited manager will be impartial, free from any other competitive forces, and a centre of trust within the team he or she manages.
Professional skills
Whatever the strategic position of the manager, his/her professional skills in the area under his/her supervision must be of a high standard. It is essential to identify them, because without the right professional skills, it will be difficult for the manager to gain the trust of his subordinates, and it will be easy for them to manipulate the manager’s lack of professional skills. The executive recruiter must be prepared to test the manager’s professional knowledge and compare it with other candidates.
Motivation
If the manager involved has reached the peak of his/her career and is no longer setting high goals for him/herself, this is an important detail in deciding on the suitability of the manager. If a progressive and quick result is desired, such a candidate will not be suitable. Executive recruiters can determine this both in the interview and by looking at the most recent position, the manager’s length of experience in that position and the goals achieved in that position. If the manager has been in the position for a long time and the objectives achieved were more related to the maintenance of the existing indicators, then he or she will not be the right candidate for a rapid expansion.
Cultural fit
It is necessary to identify at least three key cultural values of the organisation that the right leader must have. It is the role of the recruiter to determine how important the values are to the candidates and whether there is a risk of a conflict of values later on. It is precisely the mismatch of values that can be a key criterion for rejecting a candidate, even if all the competences are of a high standard. This is because all the remaining competences can be developed or changed quite quickly, but changing the scale of values is too long and complex a process to invest the time and financial resources
The study of these five manager’s competence assessment aspects is essential for a proper managerial search. The scores obtained for each competency can be compared and the suitability of each candidate can be determined with a high degree of accuracy. It is important to note that each competency or attribute must have its own score, which depends on the position being sought. This rating must be determined when the detailed description of the position is being drawn up. With accurate results from competency tests, a clear and reasoned decision can be made on the most suitable candidate for the managerial position.
