EXECUTIVE CAREER MANAGEMENT

OVERVIEW
It is estimated that in excess of 75 percent of managers and executives who lose their jobs do so because of issues of fit, not because of lay-offs or downsizings, etc. Of these, many, perhaps as much as 50% could be saved if the effort was made early enough and with the right approach. Several significant reasons make solving such problems a desirable option for all concerned.

First, the direct, measurable cost of replacing a key employee can exceed the cost of that person’s annual cash compensation when all related costs are considered, such as severance, continued benefits, search, and outplacement to name the most common. Then lost productivity, morale issues and others sources of reduced organizational effectiveness comprise those costs not easily quantified and measured.

Second, the inventory of capable, mature, dependable executives is declining. Fewer people today express an interest in management positions and more and more executives express a desire to leave the managerial ranks stating that the pressures, excess work time and associated responsibility make the increased financial rewards less attractive than in times past. These sources of dissatisfaction are exacerbated by the realization that employment relationships for most people will not be of long duration.

Potential candidates for this service include high talent/high potential employees, under-performing high potential employees, executives experiencing personal crises, key employees involved in management style conflict, stymied/plateaued/burned-out managers and executives considering promotion, demotion, early retirement, transfer or other options to leave the organization.

PROGRAM SUMMARY

Initiation
Step One
A meeting attended by the prospective candidate’s superior, company human resources management and members of the York Career Development team, who will work with the individual, is held to delineate the issues and to establish the desired outcomes.

Step Two
Subsequently, a meeting is conducted by company management and the candidate to state the concerns, the expected outcomes and the fact that the company is prepared to provide the necessary assistance to help remediate the dysfunction with the goal of maintaining his or her continued employment with the firm. It is desirable that the candidate understands that termination of employment will occur if the desired outcomes are not achieved.

Step Three
We then meet with the candidate to discuss the process and the extent to which we are prepared to help him or her do what is in his or her best interest. If the candidate desires to remain in the company, we will work with him or her to achieve the desired outcomes. If for any reason the candidate elects not to work toward the stated goals, we are prepared to provide the needed assistance to find new career direction.

Implementation
Assuming the candidate’s willingness to participate, the process is conducted over a period of several weeks, depending on the individual’s schedule and availability, and is comprised of several components:
  • Career Review and Assessment Conducted by a licensed psychologist, this component entails the use of instruments to measure interest, skill and personal style. Also, using our decision modeling process, we help the candidate to think objectively about work issues, financial issues and quality of life issues that are important to him or her individually. If the candidate is married, we invite the spouse to participate in this part of the process.
  • 360° Feedback This optional component entails the identification by the candidate of two to four superiors, peers and subordinates who are interviewed by telephone concerning the candidate’s workstyle, work habits, management style, communications style and related issues. All are asked the same questions. The information is synthesized and communicated to the candidate in a context of complete objectivity and confidentiality. The candidate gains the insight regarding the way in which he or she is perceived from a variety of perspectives.
  • Action Planning All of the information from the above components is used to help the candidate determine, inductively, the behavioral changes that will be required for success. It is the coach’s responsibility to meld the goals stated by management and those recognized by the candidate into a consonant set of desired outcomes.
  • Coaching for Results The coaching process focuses on dealing with the objectives from a position of truth and honesty with emphasis placed on the issues of communication, self image and the need to build effective working relationships with people at all levels in the organization with whom the candidate must work.

Follow-Up
After completion of the basic work, we maintain contact with both parties over a period of up to ninety days. We monitor the progress of the candidate and we help the individual observe behavioral consequences. If at the end of that period management believes that the desired outcomes have been achieved, we consider our effort a success and our work complete. However, if change is insufficient and the candidate is terminated or elects to leave the company, we bring him or her into a career transition program. Even if we do not succeed in saving the employee, all will have made a good-faith effort to do so