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Assessments in Executive Hiring: A Catalyst for Excellence and Inclusivity
Debbie Morrison • November 5, 2023

The landscape of executive hiring is undergoing a significant shift. No longer do traditional methods of evaluating candidates based purely on past experience, credentials, gut feelings or networking prowess solely determine the suitability of an executive. The modern-day executive's role is complex, multifaceted, and constantly evolving. In an era when companies are striving to break past traditional norms, the role of objective assessments in executive hiring has become pivotal. Why? Let's delve deep.


A Shift Beyond Technical Prowess

For years, hiring for executive roles focused on technical acumen, years of experience, and proven track records. While these are undeniably crucial, one cannot ignore the underlying facts that drive an executive's actions: their personality traits, cultural fit, and alignment with a company's core values.


While a resume can tell you about past roles and achievements, psychometric assessments, as highlighted in the context provided, give insights into adaptability, motivations, and potential cultural synergies or clashes. They go beyond what candidates have done to predict what they might do in unfamiliar terrains or challenging scenarios.


The case for assessments goes beyond measuring technical skills.
A study by Harvard Business Review found that 80% of employee turnover can be attributed to bad hiring decisions, many of which are the result of cultural misalignment. Assessments help identify these potential pitfalls early in the process.


The Nuances of Executive Assessments

Beyond the general psychometric tests, executive assessments delve deep into personality profiling and cultural fit. Instruments such as the DiSC, 16 PF, FIBRO-B, and Myers Briggs Type Indicator have revolutionised the way we view potential hires. These aren’t the generic personality tests that were popular in past decades. They are intricate tools that spotlight behavioural tendencies, leadership styles, decision-making processes, and more.


There's a broad spectrum of tools available for executive assessments, ranging from cognitive ability tests to in-depth personality profiling.

Other popular assessments include:

  • Hogan Assessments: These offer insights into a person's character, reputation, and business-related motives.
  • Gallup StrengthsFinder: Concentrates on an individual's top talents, offering organisations a deep dive into what makes their executives 'tick'.


However, the magic happens when these theoretical measurements from assessments are paired with live interviews by experts who can interpret and provide context to the data. This amalgamation of data-driven insights and human intuition offers a holistic view of the candidate, enabling better decisions regarding cultural alignment, onboarding strategies, and potential development areas.


Guiding the Boardroom

Boards play a crucial role in the hiring process. Their involvement ensures that executive hires align with the company's larger vision and mission. But when should they consider including executive assessments in the process?


Simply put, always. Whether you’re hiring for an existing position or a new role such as Chief Sustainability Officer or Chief Digital Transformation Officer, the need for comprehensive insights remains consistent. Objective assessments ensure that even if the role didn't exist a decade ago, the board has the tools to predict how a candidate will shape and grow with the role.


Boards and Executive Assessments: The Perfect Collaboration

For boards, the responsibility lies in identifying the right type of executive assessment. Start by getting clear on the company's core values and the specific attributes that would complement those values. 


The ideal time for boards to think about including executive assessments? The moment succession planning or expansion comes into play. Being proactive, rather than reactive, ensures that the hiring process remains thorough, consistent, and poised to identify the best candidates for the role.


The Double-Edged Sword

Now, there's no denying the depth that executive assessments add to the hiring process. But, a pressing question arises: Can these assessments deter potential talent? The answer is, unfortunately, yes. Some high-calibre candidates might view assessments as impersonal or redundant, especially if they're already well-established in their fields.


To counteract this, boards need to communicate the value and rationale behind these assessments clearly. Transparency is key. If a candidate understands that the intent is to ensure a mutual fit – benefiting both the employee and the employer – they're more likely to participate willingly. Refusal might also indicate a candidate’s resistance to adaptability or new methodologies – vital insights for the board.


It speaks volumes about both the employer and the candidate. For employers, it showcases a commitment to not just hiring the right skill set, but also the right mindset. For candidates, the willingness to undergo such assessments shows adaptability, openness, and a commitment to aligning with a company's ethos.


The Role of Executive Search Firms

Executive search firms can be invaluable allies in this journey. Acting as intermediaries, their role goes beyond headhunting; they educate potential hires about the company's vision and why assessments are an integral part of the hiring process. They can help communicate the importance and benefits of these assessments to candidates, ensuring understanding and willingness. Their expertise ensures that assessments are presented not as hurdles, but as tools for mutual discovery. Moreover, these firms can assist in customising assessment strategies for specific roles, industries, or company cultures, ensuring relevance and precision.



They can also provide feedback, helping candidates understand areas of strength and potential growth, turning a hiring exercise into a developmental opportunity. 




Recent Data That Speaks Volumes


Let's turn our attention to some compelling numbers:

  • A recent study by the Harvard Business Review found that companies that employed rigorous, objective methods for selecting executives enjoyed a staggering 213% increase in market capitalization over a two-year period post-hire, compared to their counterparts. This isn’t mere coincidence; it’s testament to the power of informed, data-driven hiring practices.
  • According to a McKinsey report, companies in the top quartile for gender diversity on executive teams were 21% more likely to outperform on profitability. But how does one ensure genuine diversity? Through unbiased, objective assessments.
  • A study from SHRM reveals that the average cost of a bad hiring decision can equal 30% of the individual’s first-year potential earnings. With executive salaries being sizable, the financial implications of a hiring misjudgment can be significant. Assessments can reduce this risk considerably.


The Way Forward

In an age of information, relying purely on intuition or past accolades is not just risky; it’s a missed opportunity. 


Objective assessments in executive hiring are more than just a trend; they're a reflection of the evolving corporate ecosystem. When used judiciously and transparently, they can unlock unparalleled insights, ensuring that your next executive hire is not just good, but truly great..By focusing on personality profiling and cultural fit, companies not only ensure they're bringing in the right skills but also the right perspectives, values, and visions. 


As the business landscape evolves, so too should our hiring methodologies. Embrace assessments, and let data guide the way to better, more inclusive hiring decisions.

By John Elliott March 24, 2025
Emotional intelligence is one of the most valued traits in executive leadership today.  It’s also one of the most misunderstood. In interviews, every candidate knows how to speak about empathy, collaboration, and “bringing people on the journey.” But when does that emotional intelligence start to look more like emotional avoidance? If you’re hiring into a senior role in consumer goods or food and beverage manufacturing, this distinction matters. Hiring someone who avoids hard conversations risks building a culture that performs around problems, not through them. The leaders delivering the best outcomes in 2025 understand how to build trust and rapport — without dodging the accountability that comes with real leadership. Emotional Intelligence: What It Gets Right In complex, fast-paced industries like FMCG and food production, leaders need more than technical expertise. They must influence, de-escalate tension, manage change, and build alignment across functions. That’s where emotional intelligence shines. High-EQ leaders are more likely to: Retain talent through strong, trust-based relationships Remain composed in high-stakes environments Reduce conflict through proactive, clear communication Drive psychological safety while still pushing for results The research backs this up. According to a 2024 EHL Insights report , emotionally intelligent leaders improve employee satisfaction, engagement, and collaboration — all essential in manufacturing settings where coordination between departments is critical. But there’s a fine line between emotional intelligence and emotional overcorrection. When Emotional Intelligence Becomes Emotional Avoidance The risk is subtle: leaders who over-index on empathy may begin to avoid the discomfort of conflict altogether. That looks like: Letting underperformance linger to “keep the peace” Over-relying on collaboration instead of making firm decisions Avoiding direct feedback Prioritising harmony at the expense of clarity A 2024 Forbes article described how emotionally avoidant leaders — despite good intentions — often undermine the very culture they’re trying to protect. Accountability erodes, decisions slow down, and high performers become disengaged. We’ve seen this play out in executive search mandates across the sector. On paper, a candidate may appear ideal: emotionally intelligent, highly personable, well-liked. But dig deeper, and a pattern emerges — reluctance to address performance issues, vague language around past team challenges, and a track record of avoiding direct confrontation. That’s not emotional intelligence. That’s fear, dressed as empathy. Emotional Intelligence Is a Must — But It’s Not the Full Picture More organisations are making emotional intelligence a key leadership trait in hiring — and for good reason. In high-change environments, emotionally intelligent leaders: Build trust across teams quickly Navigate transformation without losing people along the way Stay composed under pressure Handle interpersonal complexity with clarity But some of the most costly mis-hires we see come from leaders who present as highly empathetic, but struggle to lead through tension. Not because they lack EQ — but because they confuse it with keeping everyone comfortable. The difference? The leaders delivering the best outcomes in 2024 and 2025 are doing both: Holding people accountable while building engagement Delivering hard feedback without defensiveness Balancing calm with courage These are the leaders who retain high performers, protect standards, and still earn trust across the business. Hiring Outcomes Are Better When EQ Is Tested in Context The most effective hiring processes we’re seeing in the market today aren’t just asking, “Is this leader emotionally intelligent?” They’re asking: Can this person hold accountability and empathy at the same time? Have they delivered under pressure without letting performance slide? Do they create safe cultures that are also high-performing? The difference in outcomes is clear: More resilient leadership teams Better cultural fit Fewer surprises post-placement What to Look for in Executive Interviews Hiring emotionally intelligent leaders isn’t just about what they say — it’s about how they’ve acted in real moments of challenge. The most effective hiring panels are getting beyond rehearsed narratives by asking sharper questions: To probe real emotional intelligence: “Tell me about a time you had to lead a team through a change that wasn’t popular.” “How do you approach a conversation when someone on your team is underperforming?” “Describe a time you disagreed with your CEO or board. What did you do?” Watch for signals: Are they clear and specific, or vague and diplomatic? Do they show respect and resolve? Do they accept responsibility, or redirect it elsewhere? In reference checks, ask: “How did they manage pressure or uncertainty?” “Were they able to deliver difficult feedback directly?” “Did they avoid difficult decisions in the name of team cohesion?” When emotional intelligence is genuine, it shows up in results — not just relationships. Why This Matters Now Organisations in the consumer goods and food manufacturing sectors are undergoing constant disruption — from digitisation to regulatory shifts to cost pressures. In this environment, leadership soft skills aren’t optional. But it’s not enough to hire likeable leaders. The ones delivering real impact are those who bring empathy and edge. They’re able to sit with discomfort, hold the mirror up, and still bring people with them. That’s what true emotional intelligence looks like in 2025. So when you’re hiring your next senior leader, don’t just ask if they care. Ask if they can care and confront — with courage, with clarity, and with conviction. Because your culture doesn’t need more harmony. It needs more truth.
By John Elliott March 18, 2025
AI is Changing Business—So Must Its Leaders
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