Executive assessment is about
matching the invisible
3 things distinguish us from our search brethren:
- Methodology—Since its inception in the 1960s, the executive search industry has made little progress with respect to innovations in methodology. We have incorporated a research-based methodology that improves the “fit-to-fail” ratio in executive hiring.
- Process—We implement a unique set of tools that accelerates the search process and provides greater transparency for our clients.
- People—We believe in the value of “boutique,” and we are committed to bringing this value to the recruitment process for any client engagement. For us, “boutique” means partner-level involvement at every stage of the search process – from pitching the engagement; to establishing a search strategy; to recruiting, assessing, providing client advisory and end-game referencing; and negotiating the offer, acceptance, and onboarding. Although we always leverage a team approach to each search, which brings together an in-house researcher, project management coordinator and search partner, a partner “finds, minds, and grinds” all phases of each engagement rather than delegating to more junior team members.
At BSG Team Ventures, we direct all of these things – methodology, process, and people – towards a single goal: unpacking one deceptively simple word: fit.
As they say in the executive recruiting industry, “the soft stuff is the hard stuff.” Here at BSG, we have spent the last 18 years determining how to better assess what we call the “Invisible Spectrum” of candidate attributes. So called because they are neither visible on a resume, nor apparent in a review of experience or education, it is these elements that are likely to contribute the most to the executive’s success in a new role. Executive fit
attributes – for example: culture, chemistry, business values, decision-making style, motivation, and drivers – are strong indicators of the ability of a candidate to parlay prior accomplishments into success in a new company context. We seek to assess these attributes in our interviewing, that we may illuminate the “Invisible Spectrum."