Home > Assessment & Search Process > On Assessment

Assessment and interviewing, even for very senior executives, can be an awkward and somewhat artificial situation.

Ideally, the interviewer sees through the initial superficial factors and creates a dialogue that penetrates to the essence of the individualís abilities and values and how he or she might perform in a different culture and environment.

In the early stages of the assessment process, false positives and false negatives abound.

There is no such thing as a perfect candidate, nor a perfect client. Interviewers and candidates will achieve the best outcome by setting the criteria and discussions on a candid, realistic plane. Clients and candidates find challenge and candor enormously refreshing in an interview and respond well to a perceptive, hard-hitting, thoughtful discussion.

Face skills and personal charisma are almost always over-weighted; likewise, quiet-spoken or nervous, awkward behaviors can detract from a viable candidate.

Counter-intuitively, discussing negatives does not necessarily scare off clients or candidates; on the contrary, it often adds credibility, is appreciated and fosters a more honest dialogue.

It is not just the candidate that is being assessed; it is also the match between the candidate, client and enterprise culture.

Each step in the interview process should be an active catalyst on both sides that takes the next discussion into greater depth, openness and mutual understanding.

Assessment in hiring is uniquely subjective. Individual stakeholders form strong and differing opinions. Leadership and credibility are therefore critical to reconciling varying assessment observations and to producing the best outcomes.