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Experts in Emotional Intelligence to Develop Individuals and Organizations 16 <br /> Outdated Search Model Limitation DA Talent Identification & <br />Assessment Solution <br />Recruitment Methods: <br />Assumes that the search <br />firm is in close contact <br />with top candidates <br />nationally who will only <br />apply for the position if <br />contacted by the firm. <br />This model fails to take into account <br />the use of modern technology to <br />recruit. <br /> <br />Large national firms also tout their <br />staff connections throughout the <br />country, claiming that their <br />consultants will share prospective <br />candidates rather than compete <br />with one another. <br />Developmental Associates uses <br />multiple recruitment methods, <br />including targeting individuals, <br />placing ads on leading professional <br />websites and journals, relying <br />extensively on social media, and <br />connecting with our national <br />network through NEOGOV, the <br />leading public sector technology <br />solution for recruitment and <br />selection in the United States. <br />Moreover, as a "boutique" firm, our <br />consultants work together on each <br />project. <br />Candidate Screening <br />Other search firms often <br />posture that they know <br />how candidates perform <br />in their current position. <br />That is a myth. Knowing a <br />candidate, even befriending one, <br />does not mean that the search firm <br />can assess that candidate's <br />performance in day-to-day activities. <br />The search firm does not directly <br />observe critical competencies, such <br />as how effectively the candidate <br />deals with staff, plans, organizes, or <br />deals with conflicts. <br />Developmental Associates uses an <br />extensive, multi-method screening <br />approach that provides a sounder <br />understanding of each candidate's <br />skills and competencies. Because this <br />process is standardized, it enables <br />fair comparisons across candidates. <br />Candidate Assessment: <br />Presumes that <br />interviews enable <br />comprehensive <br />assessment. <br />Interviews are necessary for any <br />selection process but are <br />insufficient to assess overall <br />executive competencies. Interviews, <br />when properly constructed and <br />conducted, at best, can only directly <br />determine how well the candidate <br />can communicate, their knowledge, <br />and judgment. The interview is too <br />limited to assess other essential <br />management and leadership skills, <br />such as writing, developing budgets, <br />problem-solving, dealing with staff, <br />managing projects, and other <br />competencies demonstrated by <br />doing - not talking. All the employer <br />can learn from the interview about <br />these essential skills is what the <br />candidates say they do. <br />We provide intensive assessment of <br />candidate skills that other firms do <br />not offer before the Council begins <br />the interview process. This skill- <br />assessment process enables you to <br />directly observe the skills of <br />candidates performing a variety of <br />executive skills, such as managing <br />staff, budgeting, dealing with the <br />media, making presentations, and <br />facilitating staff meetings. <br /> <br /> <br />Docusign Envelope ID: DE8441AA-E59C-82BA-8112-C2D52F2C60C1