Case Studies: Selection

Case 1: Engineering Firm Mid-Level Hires

A prominent design and engineering firm was experiencing dramatic growth that in turn was changing the work focus of a key mid-level position. The senior officers were in disagreement about not only the focus of the position, but more importantly the competencies and attributes desired in the candidates being considered for the position.

After interviewing the senior officers responsible for overseeing this function and researching the position descriptions, a list of competencies and attributes was constructed and mapped to the traits measured by the Hallmarks of Excellence® in Leadership. After consultation with the responsible senior officers and additional analysis, a benchmark of attributes was constructed.

Finalist candidates being considered for the position were administered the Hallmarks of Excellence® in Leadership and their results were compared to the benchmark to help assess overall “fit”. A successful hire resulted, contention between the officers was eliminated, and the new employee acclimated to the position quickly and reportedly is exceeding expectations.

Case 2: Construction Project Manager Selections

Owners of a construction company were experiencing business growth beyond their capacity to manage it. Critical to the firm’s success was their ability to hire project managers responsible for overseeing all client engagements. To manage the company’s anticipated growth, several managers needed to be hired, but the owners were struggling to isolate the key competencies and attributes required for success in the position.

The Hallmarks of Excellence® in Leadership was administered to an existing highly-effective manager who had served in the capacity for three years. After consulting with the manager and owners and analyzing the results, a benchmark representing a desired profile containing target competencies and attributes was constructed.

The Hallmarks® instrument, in conjunction with the established benchmark, was effectively used to sort candidates and hire managers with competencies and attributes that best “fit” the position. Supervisors of those hired using Hallmarks® observed a decrease in the time that it took the new hires to get acclimated to their roles and reported their new employees reached optimum performance levels faster.

Case 3: Service Company Senior Officer Search

A fast-growing service company was forced to release a senior officer after hiring the executive eight months earlier due to poor performance. The company reported this had happened two times previously, citing poor hiring practices. The senior vice president of human resources expressed concern these “mis-hires” were causing a harmful effect on senior management morale and negatively impacting the business’ bottom line.

Having determined another bad hire in this critical position was unacceptable, the Hallmarks of Excellence® in Leadership was selected as part of a comprehensive assessment process which included the use of a position benchmark and other position documentation.

Candidates being considered for hire were administered the Hallmarks of Excellence® in Leadership instrument, and the results, when compared and contrasted to the established benchmark, isolated candidate attributes and competencies that significantly assisted them in making an accurate hire. Once selected, company leadership used the Hallmarks® findings to maximize the incumbent’s productivity upon entry and to encourage lasting retention success.