Process
The focus is on the impact of executive and board of
directors.
It includes individual interviews (of approximately 2 hrs each);
psychometric evaluation; a series of group interviews (perhaps 4 of
3 hours each) on strategic issues in the organization.
This is followed by individualized and group feedback
on the findings of the
interviews and the compilation of a report. The results are linked to
a
remuneration strategy and framework.
The interactive assessment process unblocks resistance
to change, while the
resultant research and benchmark based remuneration framework
is both motivating and defensible.
Holistic assessment will be undertaken via the use
of psychometrics
(cognition, values, motivation, EQ, behaviour), individualised interviews
(strategic orientation) and group interviews (strategic and interpersonal
orientation), all based on a comprehensive model of leadership.
The constructs measured, include:
Competence in the following areas each of these broad
competencies have been subdivided into their sub-competencies and operationalised
for standardized assessment:
| Psychological attributes |
Business performance |
Cognition
|
Technical expertise
|
Values
|
Management experience
|
Motivation
|
Broad economic sophistication
|
EQ
|
Image
|
Leadership behaviour
|
Asset impact
|
Strategic orientation
|
Interlocking interests
|
| |
Owner's equity
|
| |
Asset impact
|
| |
Corporate governance
|
| |
Committee membership
|
The results are then linked to remuneration, where
Reward is determined by the following factors:
- Expertise factors (technical, management, leadership)
- Status (special economic interest, image, asset
impact, broad economic sophistication)
- Performance (psychometric and behavioural indices,
strategic performance rigour, committee membership, team behaviours)
- Governance factors (interlock, equity/ownership,
corporate governance)
- Benchmarked organisational performance, size and
complexity.
