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When it comes to the hiring process of key personnel the responsibility increases with the level that person will have within the organization.
The more power a role has the higher the risk for the organization.
In this episode, I will focus on asking the right questions when potential successors of a powerful role are interviewed
The more power a person has within an organization, the higher the risk for the stakeholders and shareholders.
Sounds pretty simple and that is also what it is. But what I often see – especially during the recruiting process of highly exposed roles – is that an important piece of the puzzle is missing.
Exposed roles have a high inherent risk for the company’s vision, strategy, and therefore the future success.
One of the most underestimated risks when it comes to the challenging task of hiring an exposed person is the reputation risk.
No matter in what industry I have the discussion but when it comes to reputation, the motivation of having a deeper conversation stops.
The reason is obvious. It is not easy to manage the reputation risk. And as there are different strategies to manage risks, I highly suggest becoming clear of these. Consciously and not only by accident.
That we have a lot of potential when it comes to the recruiting process of the organisation’s representatives.
Starting with that one question of challenging the truth of the information received will lead to further procedures during the process as such.
Background checks will not be optional but mandatory. The information provided to the nomination committee will be supported by facts and not only hearsay.
I am very positive that the new generation of leaders – no matter whether at the executive or non-executive level – are more sensitized when it comes to the inherent reputational risk of the organization’s representatives.
So, having said that – let’s go back to our organization and make sure that our procedures are ready for the future.
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