In June 2004, Skillbase Technologies was asked by a leading Central American banking group to assist them in the process of selecting a new CEO. This request evolved out of an initial succession planning programme in which Skillbase Technologies created a people intelligence platform that helped to build a management pipeline.
Using the locally developed Talent Management Software tool and process, Skillbase Technologies incorporated the Lominger competency model to identify the technical skills, experiences and competencies of the top one hundred and fifty employees.
In most cases recruitment, selection and success planning is based largely on perception and the gut feel of the individual making the decision. Skillbase Technologies removes the subjectivity of these exercises by collecting as much relevant data as possible about people, testing it against a variety of sources and verifying it. The above HR processes then become more of an empirical science open to testing than an art which is most often unreliable.
Part of the empirical side relates to many years of research conducted by Lominger on what makes leaders successful and what makes them derail in their careers. The research has identified high performance indicators which are consistently demonstrated by high performers.
With verified information about what talent exists in the organization (people profiles) and how this compares to research profiles of high performers, (success profiles) it is a relatively simple process to find the correct matches.
However, in terms of the CEO selection process, further information was required to narrow the search and validate the findings. This information included age appropriateness, retention rating and match to company lifecycle information.
The result of this exercise was that Skillbase Technologies was able to accurately assist the bank in identifying the most appropriate internal candidate for the new CEO position.
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