Assessing executive talent is usually a long, exhausting process. Several rounds of interviews out of a broad pool of qualified candidates are the norm. Experts agree that once a list of contenders with the specific skill set required are located, there remains the more difficult task of determining work ethic, business aptitude, management skills, corporate fit, and long-term vision.

How then, is a business to assess these qualities? In addition, once top choices are made, what will be the final verification process for your C-level executive? Personality assessments are a beginning, but often are open to conjecture. Disc profiling is useful, but requires personnel to be highly trained in its interpretation.

A business will not face a more important task than engineering the design of their management team. If a business is using a recruiter, they have likely been provided with candidates who are a match “on paper” for the specific skill sets required, however the relevant competencies for success are not often found on paper, but in the broader strategic planning, leadership, and analysis capabilities that cannot be captured in a resume.

A PhD level consultant with experience in executive assessment is the primary choice of many larger corporations for pre-employment behavioral and leadership appraisal. Tools used for the executive pre-employment assessment that provides a comprehensive view of emotional makeup, leadership style, and other management level competencies are usually part of the consultant’s arsenal. The appraiser must be equipped to provide a window into the candidate’s behavioral maturity level, judgment, and leadership skills, as well as intelligence and aptitude measurement.

The final part of executive due diligence is the background check. The media is full of high profile cases involving executives fabricating parts of their resumes. The damage incurred from this type of negative exposure can ruin not only the reputation of the subject, but of the company that brought the executive into their circle without proper due diligence.

The typical background check that is conducted on mid and lower entry positions is not enough to vet out serious obstacles that can impede an executive’s fit and envisioned success within a company. Make sure to choose a pre-employment screening provider with specialized experience in executive level background checks. These checks require the screener to go beyond the normal “reference check”, and to dig deeper to develop new references. Personal references provided by the executive will normally result is positive referrals, so it is the screeners job to develop new reference opportunities. Developing new references from those that the applicant provided (and usually are guaranteed to have a positive spin) are the best opportunities for new contacts. These “developed references,” allow for a degree of spontaneity in the process that will produce a more comprehensive picture of your candidate’s personality and management style.

Aside from references, other elements of the background check will depend on the open position, but often include criminal records, civil records (including judgments, bankruptcies, and liens), credit reports, degree verification, driving record, government watch lists, sexual offender, professional license, and media searches.

Ted L. Moss, CPP