Hiring and Developing a General Manager
Unit 1: General Manager
Stage Selection: General Manager
a) Identify Potential Candidates
This depends on two determining factors:
- The company’s strategic challenges: Prioritize external candidates if they pose a profound change in the basic strategies of the organization.
- Availability of internal candidates: If the company has implemented systems of succession, it may have several internal candidates.
b) Interviews
The team will investigate the candidate in a structured interview based on a competitive approach. They will ensure generating and evaluating the motivation and commitment of each potential candidate with the opportunity to project presented, a profit for the business-to-executive. In the end, they will have identified between 5 and 7 potential candidates with the required profile of skills and experience.
c) Evaluation of Candidates
In this stage, all candidates are given an assessment tool that allows you to identify and compare leadership styles, decision-making, experiences, and achievements with the profile, and predict the performance within the organization. At the end of this process, two or three finalists should be recommended to be interviewed.
d) The Final Decision
This is a critical stage where the client and consultant exchange insights on the various finalists. The consultant is involved in the feedback between the client and candidates in the process of multiple interviews. Having chosen a candidate, the consultant is responsible for validating confidentially all information supplied by the candidate during the interviews.
e) Negotiation of Compensation Package
The last stage, which is designed with the client, is the compensation and benefits package and negotiating terms with the finalist.
f) Coaching in the First Hundred Days
Some consultants provide executive coaching in the process of incorporation of the CEO into the organization to ensure success in the first days in office.
According to Korn Ferry International
It is fundamental to clearly define the strategic challenges facing the organization and critical competencies to look for in candidates, both internal and external to the search process.
Formal Succession Process
Some multinational companies have talent management strategies and preparedness plans based on their assessed executive candidates and elected to assume the post of CEO.
Required Features for a General Manager
- Future Vision: Must identify opportunities for your company and reach agreements that become a reality within the market in which it operates, resisting good and bad economic times.
- Talent for Motivation: Must maintain a stable physical and emotional condition to convey enthusiasm and energy to others concerned about the welfare and meeting the needs of workers and the organization so that together they achieve solutions to problems that are resubmitted.
- Flexibility for Criticism: First of all, you must know yourself and be able to solve problems, be honest to gain credibility, but above all, accept the opinion of others to help their growth, admitting mistakes and seeking to correct them.
- Power of Decision: Able to decide what is right and wrong, taking steps determinative and conclusive to some situations that affect the operation and growth of the organization.
- Toughness in Risk Situations: Be prepared and able to act quickly to reduce losses and prepare the company to address and differentiate between a difficult year and bankruptcy.
CEOs in Argentina: “More Fire Strategists”
They are more focused on short-term emergencies, taking action to get results fast and efficiently, and thus neglecting the long-term projects that make strategic thinking, a lack of funding policy.
Unit 2: Strategic Planning
Structure Planning
Planning has a structure and hierarchy within it that are linked to the level and time that the plan is generated and developed. The upper level should establish more general guidelines which are detailed more particularly as it is lowered.
Policy Planning
This involves defining the general guidelines of action of the company: the policies. Using key questions such as: What is the company? How should it be? How will it be? To answer these questions and get real knowledge of the company, the following should be analyzed:
- Trade Position: You must analyze the company’s participation in local and international markets.
- Production Position: An analysis of the methods of work, maintenance criteria, and degrees of integration.
- Financial Position: Verify the existence or absence of a planning movement of funds and results of financial management.
- Economic Position: Must be determined by considering a series of exercises such as the deficit or surplus in the company.
- Human Position: You must analyze the personnel management policy and if they made significant investments in education and training.
Strategic Planning
The result will be the primary or basic to the company, this involves determining the primary objectives and formulating a plan to achieve them. The primary objectives arise from the assessment of the balance between internal assessment and external analysis. Internal assessment refers to the analysis of the activity of the company. The result of this internal evaluation is to detect the strengths and weaknesses of the company and of all applications. The external analysis involves the study of technologies that are in development and how the competition uses them, also leading to the identification of opportunities and risks.
Logistics Planning
It consists in determining the secondary objectives or functional differ from the basic objectives for its level of detail and because they will be attained in the short term. For the whole set of basic objectives, management should determine the personnel side objectives that may be met.
Tactical Planning
Planning that essentially points to the results, it is very flexible, less complex than previous, and has very short time horizons. As a result of this planning are the goals.
Strategic Planning S.I.
The process of developing a plan for the implementation of IS and the use of computing resources in an enterprise, which must respond to operational needs and management of it and help achieve the business objectives by having a proper cost-benefit analysis.
Business Objective
The top management of companies increasingly views information technology as a key element to be considered to facilitate the fulfillment of business objectives and better positioning against the competition. There are several situations that the current state in information systems presents a number of structural problems that require addressing a solution obtained through the formulation of a strategic system. Acquired advantages of information technology through a project of this nature.
Base Decision Strategic Information
The EP must be based on a “base of information.” The entrepreneur is constantly presented with several questions that force you to rethink the strategic direction of your business, they only answer if you have found this information base. The fundamental basis of information are 3 elements: the market, the environment, and the company.