This case study aims to share the recommended search and selection process and methodologies, assessment of leaders and engagement with the prospect candidates and the search firm, in order to hire leaders for mission-critical or key impacting roles. The process and methodologies have

helped us to identify the most capable leaders. In this case, a woman leader. A woman leader in a male-dominated industry. Attracting them takes a different level of engagement, altogether.

Diversity Series Case Study

Our client, an international oil & gas contractor, decided to build a strong global audit function. With remarkable aggressive growth in the last 10 years, like all other players, they were not just facing the shocks from the spiralling oil prices, but they were appalled at issues in project and operations, that affected bottom-line. Our experience working with the top management team placing leaders at top and senior management levels, gave us a thorough understanding of the company's vision, management styles, business operations, and most importantly, the entrepreneur-driven culture and environment.

A Woman Leader - In A Male Dominated Industry

We needed to search and select a Global Head of Audit, who has 15 years of audit experience in offshore companies and with initial exposure in a Big 4. The candidates must have experience in setting up audit functions, building and driving an audit team, and implementing audits in projects and operations. The client is keen to hire a Malaysian for this global role.

The hiring team comprised of the CEO, Chief HR Officer and Chairman of the Audit Committee. As it was a mission-critical role, the search was also done by the management in parallel to our firm.

The Brief

We presented a shortlist of 5 candidates, from a long list of 77 candidates from oil & gas companies, organisations with complex operating structures, multiple operations and nationalities.

The client interviewed the 5 shortlisted candidates and few of their own. The client hired the candidate shortlisted by CnetG who had extensive experience in a Big 4, with strengths in risk management and audit. The incumbent's past successes were backed up with internal promotions and a posting in the United Kingdom in her previous employments. In her last career, she worked in a large public-listed conglomerate reporting to an all male senior leadership team.

While the hiring team needed the incumbent to have more extensive operational audit experience, they saw in the incumbent the following strong traits that are necessary for the success of the role:

➢ Strong audit framework experience

➢ Leadership - "take charge", non-authoritarian and balanced with authenticity

➢ The strategy foresight and ability to translate into action

➢ Intellectual capability to interact with wide-variety of stakeholders

➢ Ability to bring the best people together to execute actions

➢ Learning agility

The Hiring Team decided that the "extensive operational audit experience" can be provided to the candidate, by hiring one or two auditors to support. This decision was made after being sufficiently informed by the consultant on the lack of candidates who possessed both financial and operational audit in the oil & gas sector.

The Outcome

The Process

Our client was committed from the beginning. The Chief Financial Officer and Chief HR Officer met the consultant to discuss the JD. The consultant tested the job brief and evaluated each task description and requirement. He offered diverse opinion and perspective, and shared insights and alternatives.

It was important that both parties hold each other accountable in the process. Once the search began, a weekly report and spontaneous phone discussions took place. The consultant ensures that the client is briefed about each candidate before the interview. After each interview, a debriefing follows and during this, the consultant will gather the client's feedback on the advantageous and disadvantageous features of each candidate. It is important that the consultant is able to dispel any "unconscious bias", stereotyping or assumptions made by the client on a woman candidate. Our client has always been open to genders, and this was not an issue.

The consultant also fed the client with value-adding information such as the audit make-up in competitors' organisations, industry and talent insights. This allows clients to calibrate the requirements after evaluation of each, if necessary. Sometimes this is done to fit to the profile of the best candidate.

Our assessment methodology covered competencies, personality traits, what drives the candidate and ensure experiences aligned to the role. We finally provide clients with a detailed report on each candidate based on interview notes. We also helped through further referencing and assessments, should the client be uncertain about certain traits or capabilities.

The search was successful due to a well-planned systematic process and methodologies in assessment

and engagement

Candidate Engagement

There is a difference in the way the respective genders respond to a call for career transition. It is important for the consultant to understand the key considerations both genders make, how they decide and what matters to them most. While men are candid and respond positively after listening and querying on fundamental areas of the position, women candidates tend respond with caution. Women tend to investigate the role more carefully. As they have a strong self-aware, they also rely on a trusting relationship with the consultant. Women candidates assess the consultant and work with someone they can trust their career decisions with. Women candidates evaluate, investigate and calibrate, by speaking with their spouse, friends and family. They take into consideration family commitment and relationship with spouse once they know what the role demands of them.

Early engagement with high potential women leaders will make attraction more effective. While they may not carry the typical masculine image, they should not misunderstood. The many women leaders we have placed and also worked with, carry a calm demeanour, an unassuming figure and very collected. However, when the situation requires, they are assertive and show strong will and drive, to get things done. Their nurturing and collaborative approach resolves issues or helps in negotiations. Women leaders also are more cautious about overstating their capabilities, or communicating their strengths. We will need to coach them on how to communicate their strength with more clarity and substance. It takes a different level of engagement with women leaders.

Conclusion

For mission-critical roles, leaders of the organisation should spend enough time with the consultant or HR, with clear requirements and acceptable timeline for hiring. They should constantly touch-base and the Hiring Managers should be sufficiently educated on any insights or findings. Finally, knowing how to engage and assess the different genders helps you to not miss-out on great potential leaders.

Note: Permission from the client has been obtained for this case study. Names of individuals have been deliberately left out. We convey our gratitude to our client for allowing us this experience and the opportunity to share with others.

P. Raj Kumar Partner

CnetG Asia Partner Firm of IRC Global Executive Search Partners