QUESTION

Protiviti is a global business consulting and internal audit firm composed of experts specializing in risk, advisory, and organizational transformation, and human capital consultancy. Protiviti advises its clients in selecting the right talent for the right positions as part of its advisory services.

In one such assignment, the client faced challenges in selecting the right candidate for a key leadership position. The client was a newly established insurance company base in Oman, and had aggressive growth plans. The client wanted to differentiate itself by harnessing technology in order to provide convenient services to its customers to carry out their transactions from the comfort of their home. Being in the nascent stage of evolution, it did not have a clearly laid out IT strategy to support this vision.

The existing IT Department consisted of a fairly qualified team, some of whom had been with the organization since its inception 3 year ago; however, the team was driven largely by day-to-day operations, fire-fighting, query resolution, and gathering business requirements for system enhancements. There was a general perception that the IT function was not responsive enough to cater to the dynamic nature of the evolving insurance industry landscape and consumer needs. The teams were process oriented and felt that requests from customer facing departments were coming in an ad-hoc manner.

In this context, the client now wanted to fill in a key leadership position—a Chief Information Officer (CIO)—and appointed Protiviti to assist them in evaluating and identifying the best fit candidate for the position; the bank then shortlisted four candidates. Protiviti studied the business context, identified the job specifications and conducted preliminary assessment covering technical and leadership skills. The following were the observations of the top two candidates:

Candidate A is a very confident and assertive individual currently heading the IT Department of a very large, well established and old insurance company in the country. He led a team of more than 100 staff and was actively involved in the development of the IT strategy as a mandate from the Board; however, he had only 3 years of experience in the insurance industry while the other 12 years were in telecom and the Oil & Gas industries. He looked at the big picture and preferred to delegate a lot of tasks to the team. He expressed comfort in stakeholder management and confidence in resolving situations where there are disagreements. This candidate was very well read and followed the latest global trends in insurance, banking, technology, and related industries.

Candidate B is an internal candidate leading one of the teams in the IT Department. He was a structured, planned and organized individual and has been with the company since its inception 3 years ago and has more than 14 years of experience in the insurance industry. He is well aware of the work environment, leadership expectations, growth plans, and operational aspects of IT in an insurance company and also the regulatory and compliance requirements. Being an internal candidate, he knew all the challenges the department is currently facing and had a clear, well laid out plan for the IT function if he were offered the CIO position. His communication skills were satisfactory and showed signs that he requires to polish his capabilities in managing stakeholder demands and expectations.

What are some of the technical & leadership skills that you feel should be assessed at the recruitment stage and why?

Which candidate do you think should be offered the position and why?

What impact would candidate A have on the team if selected for the position? Please provide reasons.

What impact would candidate B have on the team if selected for the position? Please provide reasons.

Public Answer

KNNLEO The First Answerer