The best hiring committees are robust, yet efficient. They are able to bring diversity of perspectives, while still functioning smoothly. A committee that is too small will not have the resources to accomplish their task. A committee that is too large can wastes valuable time while a position stands vacant. There are a number of people who are automatically excluded from a hiring committee. People who report to the candidate should not be on the committee. While the outgoing individual should be involved in the process, he or she should not sit on the committee. So who should you select? Here are three questions to ask about potential members of a search committee:
- What do they bring to the committee that no one else does? Your search committee should be composed of individuals of differing backgrounds, specialties, and constituent groups. Ask yourself what perspective they bring that’s missing. An executive assistant who has worked for the organization for years has a keen insight into the demands of the job, the interaction with other roles, and the strengths—and shortcomings—of the outgoing leader.
- Are they known for their judgment? A search committee is about selecting the next leader who will chart the course of the institution for years to come. Insight, discrecion, and teamwork should be key characteristics of committee members. A search is a protracted process with many moving parts. Committee members need to act incisively to keep things on track. You want to avoid people who make snap judgments or, at the other extreme, get stuck endlessly considering options. Committee members should be thoughtful and measured in their approach.
- How are their people skills? Soft skills are hard to come by. Search committees bring a group of people who have never collaborated together to accomplish an consequential task. With strong people skills, they can quickly form good working relationships. You don’t need oversized personalities or people who thrive on drama. Soft skills not only help the committee to function well internally, but assist members in assessing applicants.
- Do they understand where an institution has come from—and is going? Experienced employees can have a long view on company culture. They come equipped with a built-in filter for people who will fake their way through an interview. Your committee should include seasoned members of an organization that understand the organization’s legacy. While committee members should take a long-view, it’s pivotal that they aren’t mired in nostalgia.
With over 20 years of executive-search consulting experience, Cheryl Hyatt has been responsible for successfully recruiting senior-administrative professionals for educational and non-profit organizations. Before partnering with Dr. Fennell, she was the President and owner of The Charitable Resources Group and provided not only executive search services but fundraising consulting expertise to the clients she served. Cheryl brings over 30 years of management and organizational leadership experience to her role with clients. Her breadth of experience, knowledge, and contacts makes her sought after professionally in her field. Ms. Hyatt has written articles and presented to various non-profit groups. She sits on various local non-profit boards offering a variety of expertise to each organization. Hyatt-Fennell brings over 60 years of combined highly successful executive search expertise to its clients, a reputation for achieving results on the national and international level, and the ability to place top executives with higher educational institutions nationwide. The Executive Search firms of Gallagher~Fennell Higher Education Services and The Charitable Resources Group merged in 2010 to formalize their partnership and create Hyatt-Fennell Executive Search. http://www.hyattfennell.com/
