Superior Talent Acquisition...

Superior Talent Acquisition Report

A GDI Talent Acquisition Practice Final ReportCopyright © GDI Consulting & Training Company (GDI), 2016. All Rights Reserved

Prepared For Ciscon Systems, Inc.

Position Director of Operations (Ft. Lauderdale, FL)

Four Final CandidatesJohn Craig Heather Jenkins

George Defelice Carol Combs

Report Prepared ByAlan G. Dunn, President, GDI Consulting & Training Company

Christopher Rios, Associate Consultant

Date August 3, 2016

Ciscon Systems, Inc.

Individual & Company Names listed in this document are purely fictional. Any resemblance to names of actual individuals and/or companies is coincidental.

2Table of Contents

A. About Our Talent Acquisition Process & This Report

1. About This Report

2. How We Conducted This Search

3. GDI Superior Talent Evaluation & Assessment Methodology

4. A 360o Approach to Candidate Evaluation & Profiling

5. Candidates Considered In This Search

6. What We Value Most In Candidates

7. Why Individuals Fail In Manufacturing & Distribution Companies

8. GDI Talent Comparatorsm

9. The GDI Talent Acquisition Team

B. Final Candidate Comparisons

1. Introduction & Summary of Final Candidates

2. Competency & Personal Quality Comparisons:

a. Job Competency Comparisons

b. Critical Thinking Comparisons

c. Communication Skills Comparisons

d. Curiosity, Imagination & Creativity Comparisons

3. Leadership Indicators:

a. Emotional Intelligence Comparisons

b. People Development Comparisons

c. Conflict Management Comparisons

d. Change Management Comparisons

e. Personal Motivation Comparisons

f. Fast Learning Comparisons

g. Self-Reliance Comparisons

h. Passion Comparisons

i. Collaboration Comparisons

j. Deliberate Practice Comparisons

k. Inspiration & Motivation Comparisons

4. GDI Talent Comparatorsm - All Final Candidates

5. GDI Leadership Comparatorsm - All Final Candidates

6. 3rd Party Tool – Hogan Assessment Systems

7. Hogan Assessment Systems – Cultural Dimensions

C. GDI’s Recommendations

1. GDI Consensus Recommendation

2. GDI Team Member Opinions

D. Individual Candidate Evaluation Details

1. Heather Jenkins Evaluation Results

2. John Craig Evaluation Results

3. Carol Combs Evaluation Results

4. George Defelice Evaluation Results

E. Superior Talent Competency Modelsm - Director of Quality Assurance

F. GDI Information

Section A

About Our Talent Acquisition Process & This Report

4About This Report

The GDI Superior Talent Acquisition Reportsm is a comprehensive report that provides detailed profiles of each final candidate selected to fill the Ciscon Systems, Inc., Director of Operations (FL) position. Contents of this report have been developed using GDI Talent Acquisition Practice’s proprietary Superior Talent Evaluation & Assessment Methodologysm.

----- This Report Is Intended for Internal Use By Ciscon Systems, Inc. Personnel Only -----

Each final candidate’s evaluation and subsequent “profile” has been developed to align with the needs of Ciscon Systems, Inc., as defined in the collaboratively developed Superior Talent Competency Modelsm. Individual candidate profiles are designed to provide a comprehensive view of each final candidate, as well as a means to compare each final candidate, both individually and collectively, to the requirements defined in the Superior Talent Competency Modelsm and to baseline data from prior executive search engagements.

Candidates presented in this report have successfully progressed through a minimum of SEVEN sequential, structured and challenging interviews that included in-depth assessments of technical competencies, organizational and leadership capabilities, behavioral and emotional intelligence, and aligned social values and responsiveness. Final candidates presented in this report represent fewer than 4% of the candidates we initially considered and less than 20% of those we introduced into our proprietary evaluation process. We have spent MORE THAN 20 intensive hours with EACH of these final candidates and MORE THAN 8 hours performing background evaluations, reference checks and credential verifications on each final candidate. We believe each candidate presented in this report is fully qualified and capable to be successful in the position being filled.

After a singular final candidate is selected, hired and on-boarded, this report can also serve as a starting point to create an ongoing employee development plan.

For answers to questions about any of the contents in this report, please direct them to:

Christopher Rios - Associate ConsultantGDI Consulting & Training Company - Talent Acquisition Practice

140 North Maple Street, Suite 105Corona, California USA 92880-6996

Phone: (951) [email protected]

mailto:[email protected]

5How We Conducted This Search

Based on our experience and research, the most significant reason for a hiring failure in manufacturing and distribution industries, is that employees often lack basic job competencies… the fundamental technical, enterprise, and economic skills necessary to do their jobs effectively.

All candidates go through an extensive evaluation process before they are presented to you; we systematically and thoroughly assess a full spectrum of both competencies and personal qualities to ensure a successful hire.

Following is an overview of our talent acquisition process:

EvaluateUtilizing research-backed sequential interviewing instruments & reference mining processes, we evaluate & down-select Candidates until the best job Candidates remain.

Specify SourceIdentify & engage with the best prospective Candidates based on the collaboratively developed job competency model.

Collaborate with client to create an in-depth job competency model that precisely describes the core job competencies & personal qualities a Candidate needs to possess to be successful in the position.

Engage OnboardAccelerate the onboarding process, utilizing GDI’s unique onboarding processes, book & coaching processes.

Working with client & Candidate, assist in the formal engagement & hiring processes. Includes assistance in developing a win-win compensation & position agreement between the Candidate & the company.

ProfileGoing beyond interviewing & evaluating, fully profile the final Candidates & finalize the Candidate profile book. Review book contents with client.

6GDI Superior Talent Evaluation & Assessment Methodology

Phase Activity Modality

1

Lifestyle Compatibility Interview… is conducted to determine if the Candidate has a significant chance of meeting the job’s requirements and expectations. This interview usually requires 45 minutes to complete. At the conclusion of this interview, we expect to understand:

■ The Candidate’s “general capability” to execute the job requirements. This includes some basic understanding of the candidate’s job competencies and skills.

■ The Candidate’s fundamental behavioral disposition.

■ The Candidate’s basic ability to communicate effectively, especially in the language(s) required in the job.

■ The Candidate’s ability and willingness to live the lifestyle of the position, including location, community, culture fit, intensity, travel, etc.

■ The Candidate’s “fit” in terms of compensation and other candidate-defined needs.

Video Conference

orIn-Person

2a

Job Competency Screening Assessment… is to determine if the Candidate’s technical skills are a basic match for the requirements outlined in the Superior Talent Competency Modelsm. Candidates who “pass” this interview will be ready for the second step of the Job Competency Interview phase. This interview usually requires two hours to complete.

■ The Candidate’s level of technical competency to successfully execute basic job responsibilities.

■ The Candidate’s level of displayed enterprise-wide knowledge.

Video Conference

2b

Job Competency Interview… is to determine if the Candidate’s job competency skills match those in the Superior Talent Competency Modelsm. Candidates who “pass” this interview will be determined to be “technically competent” to perform the job. This interview usually requires two hours to complete. At the conclusion of this interview, we expect to understand:

■ The Candidate’s level of technical competency to successfully execute the job responsibilities.

■ The Candidates skillset match with skills defined in the Superior Talent Competency Modelsm.

■ The Candidate’s critical thinking skill-set.

■ The identity of some references that will enable our reference-checking protocols in later phases.

Video Conference

orIn-Person

7GDI Superior Talent Evaluation & Assessment Methodology,

continued


3

Communications Skills Assessment… is to determine the Candidate’s written and oral communication capabilities. The communications assessment is completed in TWO parts:

Part 1 - The Candidate is provided a brief case study for analysis and is tasked with developing a 2-page business memo. This written memo is submitted to the assigned GDI Talent Acquisition Professionals for evaluation.

Part 2 - The Candidate must also develop a 5-7 slide PowerPoint presentation and present this to two or more GDI Talent Acquisition Professionals or consultants for approximately 15 minutes, followed by a Q&A session. This presentation usually requires 60 minutes to complete and is executed via video conference or in person.

Individual Preparation &

Video Conference

orIn-Person

4a

Organizational & Behavioral Assessment... is to determine if the Candidate has the necessary personal qualities and organizational fit required by the position and client organization. This interview usually requires 2 hours to complete and is executed by video conference or in person.

At the conclusion of this interview we expect to understand:

■ The Candidate’s key behavioral characteristics and personal qualities.

■ The Candidate’s level of self-initiative.

■ The Candidate’s level of curiosity, imagination and creativity.

■ The Candidate’s fundamental leadership and management skills.

■ The Candidate’s ability to execute sound judgment in business situations.

■ The Candidate’s organizational fit within our client’s company.

Video Conference

orIn-Person

8GDI Superior Talent Evaluation & Assessment Methodology,

continued


4b

Hogan Assessment Leader Basis Reportsm … is a solution that identifies a candidate’s strengths and potential areas of weakness for leadership roles. The online tool utilizes three inventories that each require about 15 minutes to complete:

■ The Hogan Personality Inventory (HPI) describes qualities that describe how we relate to others when we are at our best. The Hogan Development Survey (HDS) describes qualities that emerge in times of increased strain and can disrupt relationships, damage reputations, and derail peoples’ chances of success.The Motives, Values, Preferences Inventory (MVPI) describes personality from the inside – the core goals, values, drivers, and interests that determine what we desire and strive to attain.

Online

5

Social Interview… is a face-to-face interview between GDI’s Talent Acquisition Professionals and the Candidate. The dual-purpose of this interview is:

■ To allow the Candidate to assess the job opportunity in more detail.

■ To allow GDI’s talent acquisition professionals an opportunity to assess the Candidates, demeanor, manners, social skills, etc.

This interview usually requires 2 or more hours to complete, and will usually be conducted over lunch or dinner.At the conclusion of this interview, we expect the Candidate to have a fuller understanding of the job opportunity and all that the job includes. Our Talent Acquisition professionals will also understand the Candidate’s social skills, manners and overall demeanor / disposition.

In-Person Interview

with GDI In a Public-Social Environment

6

Structured Client Interviews… are either a series of client-led interviews or a singular group-interview (or interviews) executed by job-peers and leaders from your company. This interview can last up to a full day. GDI Talent Acquisition professionals DO NOT participate in these interviews.

At the conclusion of these interview, you should expect to understand:

■ The Candidate’s collegiality and collaborative characteristics.

■ The Candidate’s ability to work with peers.

■ The Candidates “fit” into the organization.

■ More about the Candidate’s personal values and belief systems.

In-Person Interviews with Client

9A 360o Approach to Candidate Evaluation & Profiling

Hogan Assessments:

■ HPI

■ HDS

■ MVPI

Candidate Self-Perspective:

■ Resume/Cover Letter

■ Interview dialogues

External Checks:

■ ≥ 5 Professional & Personal References

■ Background Check

■ Credential Check

Client Phase 6 Interviews:

■ Client Individual #1

■ Client Individual #2

GDI Interviews & Perspectives:

■ Phase 1 – Lifestyle Compatibility Interview

■ Phase 2a – Job Competency Screening Assessment

■ Phase 2b – Job Competency Interview

■ Phase 3 – Communications Assessment

■ Phase 4a – Organizational & Behavioral Interview

■ Phase 5 – Social Interview

The Candidate

Ciscon Systems

10Candidates Considered In This Search

GDI Client Candidate GDI Client Candidate

Phase-0a Superior Talent Competency Modelsm

Collaboration N/A 0.00 N/A 0.00 12.00 4.00 0.00

Phase-0b Candidates Screened (estimate) 150 0.33 0.00 0.50 49.50 0.00 75.00

Phase-1 Life-Style Compatibility Interviews 24 1.00 0.00 0.75 24.00 0.00 18.00

Phase-2a Job Competency Screening 10 0.25 0.00 1.50 2.50 0.00 15.00

Phase-2b Job Competency Interviews 7 2.50 0.00 2.00 17.50 0.00 14.00

Phase-3 Communications Skills Assessments 5 2.00 0.00 3.50 10.00 0.00 17.50

Phase-4a Organization & Behavioral Interviews 5 2.25 0.00 2.00 11.25 0.00 10.00

Phase-4b Behavioral Assessments 4 1.00 0.00 1.00 4.00 0.00 4.00

Phase-5 Social Interviews (includes travel ) 4 10.00 0.00 4.00 40.00 0.00 16.00

Phase-6 Client Structured Interviews 4 0.00 5.00 4.00 0.00 20.00 16.00

-- Background, Credentials & Reference Checks 4 8.00 0.00 0.00 32.00 0.00 0.00

-- Client Internal Selection Process 4 0.50 1.00 0.00 2.00 4.00 0.00

-- Interview Tool Customization -- -- -- -- 8.00 -- --

-- General Coordination, Logistics & Administration -- -- -- -- 36.00 10.00 10.00

248.75 38.00 195.50

482.25Total Hours Invested In Search by ALL Parties =

Invested Man-Hours per CandidateTotal Invested Man-Hours - All

CandidatesPhase MethodologyNumber of

Candidates

Total Hours Invested In Search =

11What We Value Most In Candidates

Candidate’s Verified Job Competency

Candidate’s Verified Creativity

Candidate’s Verified Imagination & Ideation Skills

Candidate’s Verified Curiosity

Candidate’s Verified Critical Thinking Skills

Candidate’s Verified Communications Skills

Candidate’s Verified Personal Initiative

With 35 years of manufacturing and distribution industries experience, and over six years of deliberate research into the field of talent acquisition in the manufacturing and distribution industries; we have identified 18 criticalprofessional competencies and personal qualities that every great candidate should possess. All EIGHTEEN professional competencies and personal qualities that we have identified are essential. However, we have discovered that the first SEVEN are the strongest predictors of future, sustainable job success.

12Why Managers, Leaders & Critical Support Staff Fail in

Manufacturing & Distribution Companies

Priority Characteristic * % Loses Job Because…

1 Deficient in Job Competency 53% to 74%

2 Deficient in Critical Thinking Skills 69% to 91%

3 Deficient in Communication Skills 84% to 96%

4 Deficient in Personal Initiative 85% to 97%

5 Deficient in Curiosity 90% to 98%

6 Deficient in Imagination 92% to 98%

7 Deficient in Creativity 96% to 99%

“One view is that the right competencies get you from hopeless to adequate. The right qualities get you from adequate to excellent.”

Graham O’Connell, Head of Organizational Learning, UK School of National Government

* GDI analysis of 602 manufacturing & distribution organizations in 2009 & 2010. Values are cumulative.

13Talent Comparatorsm

What We are Looking For In This Search

1.00

2.00

3.00

4.00

5.00

6.00Job Competency

Critical Thinking Skills

Communication Skills

Personal Initiative

Curiosity

Imagination

Creativity

Decision Making Skills

Judgment

Ambition

Enthusiasm

Team Spirit

Collegiality

Integrity

Courage

Tenacity

Discipline

Confidence

14Meet the GDI Talent Acquisition Team

Assigned to This Project

Alan G. DunnPresident & Consultant

Project Role: Technical & Social Skills Evaluator

Maggie WatsonOffice Manager & Recruiter

Project Role: Communication Skills Evaluator & Logistics Coordinator

Christopher RiosAssociate Consultant

Project Role: Organizational & Behavioral Skills Evaluator

Alan G. Dunn is the founding sponsor of GDI’s Talent Acquisition Practice. Prior to GDI, Alan was Vice President of Gemini Consulting and a partner at Coopers & Lybrand (now PWC). Alan has extensive experience in most functions within manufacturing environments from the boardroom to the storeroom.

In addition to his 35 plus years of technical and management consulting experience, Alan manages the California Institute of Technology’s Next-Generation Global Supply Chain Leadership Development Program.

Maggie is GDI’s invaluable Office Manager. Among numerous other duties, she is responsible for all logistics activities in our Talent Acquisition Practice, for both interviewers and interviewees.

Prior to joining GDI, Maggie served as National Sales Manager for Fostex Corporation of America, a Japanese manufacturer of recording equipment. Ms. Watson also currently serves as Treasurer on a non-profit Board of Directors and is a partner in a family owned full-service construction company.

Christopher regularly assists in GDI’s Talent Acquisition Practice. Heather is GDI’s resident Organizational Development (OD) specialist.

Prior to joining GDI, Christopher held several positions in research/evaluation firms. He has also held positions in manufacturing companies gaining valuable experience in the operations, supply chain management, and information technology disciplines.

Christopher holds a Master’s Degree in Organizational Behavior and Evaluation from Claremont Graduate University.

Section B

Final Candidate Comparisons

16Introduction & Summary of Final Candidates(not in order of preference – GDI believes that any of the profiled candidates can succeed in this position)

John CraigResume

John Craig is an innovative operations professional with nearly 30 years of experience achievingnear term and strategic goals and objectives. John has held critical positions that include Director of Manufacturing and Plant Manager. John currently works at American Gas and previously; USA Products and Union Carbide. At these companies, John gained invaluable experience in powder processing.

John is comfortable leading in a fast-paced, constantly changing environment. He is a proven change agent with demonstrated expertise in lean manufacturing, SAP implementation, safety and quality improvement, team building, organizational development and labor relations who consistently delivers operational efficiency improvements and significant cost savings.

Heather JenkinsResume

Heather Jenkins is a highly motivated Operations and Production professional with nearly 20 years of experience in a variety of high skill, critical environments. She has been consistently successfuland has been rewarded with numerous promotions throughout her career. Companies she has worked at include Berry Ingredients and Mars Group. Heather currently works at Berry Ingredients in the Dry Beverage Unit where she has learned many powder processing technologies.

Heather is a great team builder who has been able to introduce a new team dynamic in a variety of cultures; significantly increasing motivation, competence, productivity, cooperation, quality of output, professionalism, and job satisfaction. Heather has strong interpersonal and communication skills, and gains the respect of many constituents and groups.

Each candidate profiled in this report will have dedicated more than 22 hours to the process before having the opportunity to meet the client!

* These colors are used to denote each candidate throughout the report.

17Introduction & Summary of Final Candidates, continued(not in order of preference – GDI believes that any of the profiled candidates can succeed in this position)

George DefeliceResume

George Defelice is a hands-on leader with a B.S. in Chemical Engineering and 20+ years managerial experience in the pharmaceutical and food industries. Critical positions previously held include: VP of Operations, Director of Operations and Principal Scientist. George has a proven ability to manage multiple cross-functional groups and motivate personnel to achieve timely and successful results.

George currently works at Viper Techniques where he has become a technical leader in his field of powder processing. George enjoys conducting presentations and teaching others sophisticated processing techniques. George has also worked at Blatson Inc., CAR Pharmaceuticals and JohnNorway Pharmaceuticals. George is highly skilled in all aspects of pharmaceutical process management, development, scale-up, and troubleshooting. He has excellent written and oral communications skills with a strong emphasis on customer service.

Carol CombsResume

Carol Combs has 30 years of manufacturing experience in critical positions including; Director of Operations, Plant Manager and Production Manager. Carol currently works at Karma Pharma and previously John Norway Pharmaceuticals, Pepsi and USA Pharmaceuticals. She is a high-energy leader and innovator with strong analytical and personal interactive skills. Carol is familiar with powder processing technologies. Carol started her manufacturing career in the wallpaper businessbefore migrating to pharmaceuticals. We believe this diversity of background is an asset.

Each candidate profiled in this report will have dedicated more than 22 hours to the process before having the opportunity to meet the client!

* These colors are used to denote each candidate throughout the report.

18Job Competency Comparisons

We value candidates who have a disproportionate high-level of Job Competency. Simply put, if candidates do not possess the technical knowledge of the job – they will not succeed in that position! Conclusions below for the candidates’ job competencies are derived from the Phase-2 Job Competency Interviewssm. Numbers in parentheses denote number of questions asked in that section.

Relevant technical competency in the job domain is the foundation and minimum expectation of any candidate.

1.00

2.00

3.00

4.00

5.00

6.00

7.00John Craig Heather Jenkins George Defelice Carol Combs

19

6.13

6.14

5.75

6.00

6.25

6.00

5.70

5.04

5.81

5.58

5.03

5.13

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Phase 4 Questions

Phase 2 Questions

Interview Critical Thinking

Carol Combs George Defelice Heather Jenkins John Craig

Critical Thinking Comparisons

We value candidates who have a disproportionate high-level of Critical Thinking because we know that in a global supply-chain, in a global manufacturing environment, and in a global distribution world, the rule books run out every day. We are looking for candidates who can solve problems with innovative ideas. In our ever-changing global economy, new problems arise every day and we need people who are problem solvers. To be a great problem solver, we need people who can think critically and on their feet.

The capacity to make timely, effective and rational decisions is essential for executive leadership and managerial success. Solid critical thinking at every organizational level results in accurate problem identification, sensible alternative solution discovery and well-reasoned problem resolution.

Conclusions derived from interactions during candidate interviews

Conclusions derived from specific questions asked during the Phase-

2 Job Competency Interviewssm

Conclusions derived from specific questions asked during the Phase-4a

Organizational & Behavioral Interviewssm

20

6.19

5.25

5.50

5.67

5.81

6.50

6.50

5.83

5.63

5.75

5.00

6.00

5.25

5.25

6.00

5.33

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Communication Skills Questions

Written Communication Skills

Oral Presentation Skills

Conversational Communication Skills


Communication Skills Comparisons

We value candidates who have a disproportionate high-level of proven Communication Skills – both written and verbal. Effective communicators can sell their ideas to individuals at all levels of an organization.

Though we believe that technical competencies are the number one determining factor of future job success –candidates must be able to communicate their knowledge and decision making in an effective manner.

Conclusions derived from specific questions asked during the Phase 3-Communications Exercise &

Phase-4a Organizational & Behavioral Interviewssm

Conclusions derived from Candidate presentations to the GDI Team

Conclusions derived from Candidate scores on writing sample (business memo)


21Curiosity, Imagination, & Creativity Comparisons

We value candidates who have high-levels of Curiosity, Imagination and Creativity. Individuals who are immensely curious love what they do and are curious about their field, their profession, and their craft. They read about it, study it, talk to other people about it… immerse themselves in it, continuously. Imagination is important as it allows curious individuals to speculate about specific alternative solution possibilities.

Conclusions below for Curiosity, Imagination and Imagination are derived from specific questions asked during the Phase-4a Organizational & Behavioral Assessmentssm.

Creativity allows curious and imaginative individuals to develop real solutions to problems. Creativity is the execution of imagination.

6.00

6.00

6.50

5.75

6.25

5.75

6.00

5.50

5.75

5.25

5.5

5.25

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Creativity

Imagination

Curiosity


22Leadership Indicator – Emotional Intelligence Comparisons

Emotional Intelligence is the capability to be aware of, and in control of one’s emotions, and how to effectively handle relationships in the workplace. Emotional intelligence is a strong indicator of effective leadership. Insights are derived from challenging questions asked during the Phase-4a Organizational & Behavioral Interviewsm.

What I see What I do

PersonalCompetence

Self-AwarenessIndividuals with high levels of self-awareness understand

what they do well and what motivates them, they also are able to manage their natural physiological reactions (i.e.

nervousness).

Self-ManagementIndividuals with high levels of self-management are able

to use their awareness to stay flexible and direct their behavior in a positive manner. These individuals also

take ownership of their actions.

Social Competence

Social AwarenessSocial awareness is the ability to recognize environmental & behavioral cues around you. These individuals are very observant of their surroundings and are able to “tune in”

to the organizational culture.

Relationship ManagementRelationship management is the ability to use your

awareness to effectively manage relationships in the moment and over time. A trait that generates

inspiration and clarity of mission among employees.

6.33

5.00

6.006.50

5.33 5.50 5.75 5.836.00 6.005.33

5.005.254.75

5.33 5.33

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Self-Awareness Self-Management Social Awareness Relationship Management

John Craig Heather Jenkins George Defelice Carol Combs

23Leadership Indicator – People Development Comparisons

People Development is an average score of multiple – challenging questions asked during the Phase-4a Organizational & Behavioral Assessmentsm.

The development of people should be one of the main priorities of any leader. Individuals who are technically competent, are great problem-solvers, and can work independently are great managers. Great LEADERS understand how to push the right buttons to motivate their subordinates to step out of their comfort zone.

Great leaders understand the importance of providing opportunities for growth for their employees. They provide the necessary support when needed and treat mistakes as learning opportunities.

6.10

6.20

5.70

5.20

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

24Leadership Indicator – Conflict Management Comparisons

Conflict Management is an average score of multiple – challenging questions asked during the Phase-4a Organizational & Behavioral Assessmentsm.

Great companies understand the need to bring disparate groups and perspectives together for effective and sustainable organization. Conflict is a natural outcome of the intersection of these groups. Conflict is healthy for an organization, it helps individuals decide on the best direction for a company. Some conflict is unhealthy and can be toxic to an organization.

Effective conflict management is often exhibited by participative leaders. These individuals do not shy away from conflict, rather, they confront it directly and are able to bring people together to come to logical conclusions.

5.75

5.64

5.58

5.25

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

25Leadership Indicator – Change Management Comparisons

While there are many technical and behavioral elements that indicate a Candidate’s ability to lead change within an organization, none are more obvious than the leader’s passion and persuasiveness amongst peers.

It has been said that to truly manifest change, a change-leader has to demonstrate substantial sincere passion, or belief, in the new vision. However, to fully develop the proposed change and see it implemented, the change-leader also has to be able to persuade others to see and embrace the vision of how things can be… to see the benefits of “unfreezing” an old way and “refreezing” a new way.

This Change Management indicator is a combination of specific change management questions, communications skillsets, emotional intelligence and passion previously described. Remembering that “passion” itself is a composite of Ambition, Enthusiasm, and Motivation… and that Motivation itself is a composite score of Imagination, Discipline, and Confidence; this is a complex but useful indicator of a Candidate’s ability to lead change.

5.95

5.84

5.40

5.21

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

PassionCommunication

Skills

Emotional Intelligence

Change Management

Questions

26Leadership Indicator – Personal Motivation Comparisons

Personal Motivation is a composite score of Personal Initiative, Ambition, and Enthusiasm.

We value candidates who have a disproportionate high-level of self-initiative and self-learning. We value individuals who know how to get started and know how to start others. We value individuals who have demonstrated continued learning in their profession. We value individuals who have advanced in their career with increasing responsibility. We look for candidates who are truly interested in what is going on in their industry. Candidates who have high levels of personal initiative often ask questions like:

■ “What are the current trends in my industry?”

■ “How can I self-learn to not only help myself, but to improve the operations at my organization?”

Conclusions below for candidates’ Personal Motivation are derived from the Phase-4a Organizational & Behavioral Assessmentsm.

While technical capabilities are an example of what a candidate “can do,” personal motivation is an example of what a candidate “will do.”

6.17

5.75

5.42

5.50

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

27Leadership Indicator – Fast Learning Comparisons

Fast Learning is a composite score of Personal Initiative and Curiosity.

Candidates who are curious are people who want answers. When they encounter things they don’t fully understand or have answers for, they want to know more. But a desire to know more does not necessarily translate into learning.

When Curiosity is combined with Personal Initiative, the candidate is far more likely to take prompt action to find the answers… to learn about the things that aroused their curiosity in the first place. This translates into taking action to learn things quickly.

6.25

5.63

5.50

5.38

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

28Leadership Indicator – Innovation Comparisons

Innovation is a composite score of Curiosity, Imagination, Creativity, Courage and Tenacity.

Innovative individuals have the following qualities:

■ Associating… ability to apply & combine knowledge from other environments to a current problem.

■ Questioning… high question-to-answer ratio.

■ Observing… notice details & subtleties that others don’t.

■ Networking… always looking to share ideas & hear new ideas from a wide network. Innovators value their network.

■ Experimenting… are not afraid of experiments that fail to prove a hypothesis. Innovators see this as valuable.

6.35

5.95

5.75

5.45

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

29Leadership Indicator – Self-Reliance Comparisons

Self-Reliance is a composite score of Ambition and Creativity.

Self-Reliance is a NOT an indicator of a Manager, but is a strong indicator of leadership. Ambition is what gives candidates a desire to succeed… they are motivated and driven, and aspire to advance themselves professionally. They desire to stand out from the group, and are likely to constantly assess their standing in a hierarchy, whether it be a social setting or professional environment.

The question of how to advance one’s ambitions is not always clear, but ambitious candidates who also demonstrate a high level of Creativity are more likely to blaze their own trail rather than turning to others for guidance, thereby indicating a more self-reliant individual.

6.25

5.88

5.75

5.38

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

30Leadership Indicator – Passion Comparisons

Passion is a composite score of Ambition, Enthusiasm, and Motivation. Motivation itself is a composite score of Imagination, Discipline, and Confidence.

Passion is important because it:

■ Is the “secret sauce” that turns creative ideas into accomplishments.

■ Can be contagious in an organization.

Individuals who are highly passionate always have the following traits:

■ They refuse to give up.

■ They will climb obstacles. They do not avoid obstacles.

6.15

5.88

5.52

5.48

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

31Leadership Indicator – Collaboration Comparisons

Collaboration is a composite score of Collegiality and Integrity.

■ Collegiality is the manifestation of respect for others, as well as an appreciation for what others can add to a solution. Mechanically speaking, collegiality begins with demonstrating good “manners” and civility. It also requires that you know, in reasonable detail, what a colleague can contribute to a task, project or problem.

■ Integrity is about adhering to ethical and moral principles, the nature of one’s intentions, and the purpose or reason behind one’s actions. It is about doing the right thing even when no one is watching. Integrity brings with it an orientation toward personal and professional growth, including a natural desire to bring about the best in others.

A collaborative person wants what is best for others within the context of the enterprise. He/she will do whatever is necessary to deliver a good outcome for all. Collaborative individuals possess an instinctive and genuine knowledge of what others can do to add to the efficacy of a solution. Respect for others is ingrained in the collaborative leader’s personality.

6.13

5.90

5.61

5.25

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

32Leadership Indicator – Deliberate Practice Comparisons

Deliberate Practice is a composite score of Personal Initiative, Curiosity, Ambition and Discipline.

The fundamental idea of deliberate practice is that it is intentionally aimed at improving performance. It is based on:

■ Personal Initiative… a personal energy that originates from within, and drives goal-oriented action.

■ Curiosity… a need and desire for knowledge; a passion for learning.

■ Ambition… an earnest desire for some type of achievement or distinction and the willingness to strive for its attainment.

■ Discipline… an activity, exercise, or regimen that develops or improves a skill.

6.25

5.72

5.50

5.39

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

33Leadership Indicator – Inspiration & Motivation Comparisons

Inspiration & Motivation is a composite score of Job Competency, Communication Skills, Enthusiasm, Team Spirit, Integrity, Courage and Confidence.

Individuals who can inspire and motivate, are leaders who are generally viewed as: capable, qualified, credible, and willing by those who decide to follow.

Inspiration and motivation is a true sign of leadership and NOT management. Leaders who can inspire and motivate their workforce have the ability to set culture, direction and work collaboratively to achieve organizational goals. Conversely, when people fundamentally refuse to follow, it is usually the result of a manager’s inability to inspire and motivate. You cannot be a leader if people fundamentally refuse to follow!

6.22

5.98

5.68

5.41

1.00 2.00 3.00 4.00 5.00 6.00 7.00

John Craig

Heather Jenkins

George Defelice

Carol Combs

34GDI Talent Comparatorsm – All Final Candidates

The GDI Talent Comparatorsm provides a high-level overview of all the final candidates’ FIVE professional competencies and THIRTEEN personal qualities. The graph is also designed to be a comparative tool between all candidates.

1.00

2.00

3.00

4.00

5.00

6.00

7.00Job Competency



Personal Initiative

Curiosity

Imagination

Creativity


Judgment

Ambition

Enthusiasm

Team Spirit

Collegiality

Integrity

Courage

Tenacity

Discipline

Confidence

John Craig

Heather Jenkins

George Defelice

Carol Combs

35GDI Leadership Comparatorsm – All Final Candidates

The GDI Leadership Comparatorsm provides a high-level overview of all the final candidates’ composite leadership scores. The graph is also designed to be a comparative tool between all candidates. Note: the scale has been adjusted from 1.0 – 7.0 to 5.00 – 7.00 to better illustrate comparison among candidates.

5.00

5.50

6.00

6.50

7.00Inspiration & Motivation

Deliberate Practice

Collaboration

Passion

Self-Reliance

Innovation

Fast Learning

Personal Motivation

Change Management

Conflict Management

People Development


John Craig

Heather Jenkins

George Defelice

Carol Combs

Insights derived from Phase-4a Organizational & Behavioral Interview



Composite score of Personal Initiative & Curiosity

Composite score of Curiosity, Imagination, Creativity, Courage & Tenacity

Composite score of Ambition & Creativity

Composite score of Ambition, Enthusiasm & Motivation

Composite score of Collegiality & Integrity

Composite score of Personal Initiative, Curiosity, Ambition & Discipline

Composite score of Job Competency, Communication Skills, Enthusiasm, Team Spirit, Integrity, Courage & Confidence


Composite score of specific Change Management questions, Communication Skills, Passion, & Emotional Intelligence

363rd Party Assessment Instrument

Hogan Assessment Systems

Hogan Assessment Systems: Leader Basis Reportsm … is a solution that identifies a candidate’s strengths and potential areas of weakness for leadership roles.

■ The Hogan Personality Inventory (HPI) is a measure of normal, or bright-side personality – qualities that describe how we relate to others when we are at our best.

■ Used in more than 450 validation studies spanning 30 years to predict performance across a range of jobs and industries

■ Validated to predict performance in more than 200 occupational categories covering major industries

■ Normed on more than 150,000 working adults worldwide

■ The Hogan Development Survey (HDS) describes qualities that emerge in times of increased strain and can disrupt relationships, damage reputations, and derail peoples’ chances of success.

■ Used in more than 30 criterion-related validation studies to predict performance across a range of jobs and industries

■ Validated in more than 50 Fortune 500 organizations

■ Normed on more than 109,000 working adults

■ The Motives, Values, Preferences Inventory (MVPI) describes personality from the inside – the core goals, values, drivers, and interests that determine what we desire and strive to attain.


■ Validated in more than 100 organizations


Why do we utilize this tool?

The Hogan Assessments Systems: Leader Basis Report is an invaluable tool that allows us to capture behavioral tendencies that interviews cannot effectively illicit. We also learn what types of work environments are most conducive to the candidates’ leadership and management style. This tool assists us in our 360o perspective of each candidate.

This assessment also provides some level of validation to our Phase-4a Organizational & Behavioral Interview findings.

37Hogan Assessment Systems: Job Analysis – Cultural Dimensions

Hogan Competencies

Hogan Rational(developed based on Superior Talent Competency

Modelsm & discussions with GDI Team)

John Craig

Heather Jenkins

George Defelice

Carol Combs

Power Culture built on title and empire. Low High High Mod

Altruistic/AffiliationFocus on customer satisfaction and worry about serving the customer. And focus on making jobs

better for internal employees.Mod Mod Mod Low

TraditionEnvironment requires superb structure, planning,

and operations.Mod High High Low

Security Focus on safety. Low Mod Mod Low

ScienceSolving problems, data-based decision-making,

culture prizes curiosity.High High High Mod

GDI Talent Acquisition Practice & Hogan Assessment Systems developed a Job Analysis match based on company culture. With GDI’s knowledge of the company culture (collaboratively developed in the Superior Talent Competency Modelsm), we were able to map the necessary competencies based on client culture. With the candidate scores from all three inventories, Hogan’s professionals again provided their perspective of success for the Ciscon Systems, Inc., Director of Operations position. Again, the Hogan scale range is: Low – Moderate – High. Results are normed against Hogan’s extensive database of Leadership positions.

Section C

GDI’s Recommendations

39GDI Consensus Recommendation(In order of GDI preference for Ciscon Systems, Inc., Director of Operations Position)

#1Heather Jenkins■ Currently employed: Director

of Operations at Berry Ingredients

■ Current compensation: $170K base + 30% bonus

■ Westriver, AZ resident

■ BS & Masters in Business Administration

■ Very high level technical expertise

■ Very high critical thinking skills

■ Good amount of organizational transformation experience

■ Great at setting and achieving organizational goals

■ Outside the box thinking

■ Strong people development skills

■ Wide breadth of relative experience

■ Good change management skills

#2John Craig

■ Currently employed: Plant Manager at American Gas

■ Current compensation: $175K base + 20% bonus

■ Middletown, FL resident

■ BS in Mechanical Engineering

■ Masters in Business Administration

■ Very high level technical expertise

■ Very high critical thinking skills

■ Fast learner

■ Outside the box thinking

■ ERP implementation experience

■ Great coach and mentor

■ Effective change agent

■ High social-awareness and relationship management

40GDI Consensus Recommendation, continued(In order of GDI preference for Ciscon Systems, Inc., Director of Operations Position)

#3Carol Combs

■ Currently employed: Director of Operations/ Plant Manager at Karma Pharma Solutions

■ Current compensation: 160K base + 10% bonus

■ Orlando, FL resident

■ BS in Business Administration

■ Strong technical skills

■ Strong communication skills

■ Solid critical thinking skills

■ Knows how to build teams to solve problems

■ Pharmaceutical and powder processing experience

■ Upward mobility throughout career

#4George Defelice■ Currently employed: VP of

Operations at Viper Techniques

■ Prior compensation: 190K base + 25K bonus

■ Ft. Lauderdale, FL resident

■ BS in Chemical Engineering

■ Strong technical skills

■ Superior training in problem solving

■ Innovative individual

■ Chemical, pharmaceutical, and nutraceutical experience

■ Good self-awareness and self-management levels

■ Formulation experience

■ No relocation necessary

41GDI Team Member Opinions

Heather Jenkins

Alan G. Dunn

President & Consultant

Heather is a seasoned manufacturing management professional. She shows solid strengths in plant management, sourcing, planning, inventory management, project management, S&OP and HES. She also demonstrates solid skills in people management, change management and LEAN manufacturing implementation. Of all of the final Candidates presented, Heather is probably the most likely to eventually get promoted to VP of Operations or Supply Chain.

I also think Heather will be successful because she is adaptable, even in environments that need to be changed. She knows how to work with what she has, while at the same time not losing sight of what she wants to create. She knows how to transition from accepting to vision.

Heather has acceptable conflict management skills. Her experience, coupled with her emotional intelligence and maturity allows her to see all sides of a conflict. The best part of Heather’s leadership style is that once she has enough data, she is not shy of making a decision.

Maggie Watson

Office Manager & Recruiter

Heather is very articulate! Add to this her approachable “one of the guys” style; smart, confident and capable it is no wonder she has been able to turnaround difficult situations.

42

Christopher Rios

Associate Consultant

Leadership style: Compared to other candidates, Heather has a slightly more direct and authoritative leadership style. This has some advantages. Heather truly understands the mechanisms of empowerment and change. Having been in failed change situations as an associate, Heather knows how to put a plan together for real change with goals and expectations. Therefore, Heather can be a great change agent for Ciscon Systems, Inc. because of her experience in organizational transformations and her personality type.

Conflict management: A potential disadvantage to Heather’ leadership style is her “my way or the highway” mentality when individuals do not follow her lead. Where Heather does well with conflict management is in her underlying interest to really understand what motivates people. Heather is always trying to figure out what makes people tick, to be able to work more effectively with them. Heather also generally believes that when people come to work, that their intentions are good. Therefore, when issues arise, she tries to not react emotionally, but instead tries to understand what is really driving behavior.

People development: Heather promotes a safe workplace where learning is comfortable for all. She enjoys providing developmental opportunities for her employees, but also understands that not everyone is suitable for development.

Emotional Intelligence: Compared to other candidates from prior executive searches, Heather scores in line across all emotional intelligence constructs that we evaluate. Where I would like to see Heather develop is in her self-management, she could probably be a little more flexible with her people. Where I think Heather does well, is her ability to tune in to the environmental cues around her, one of the traits that makes her a strong change agent.

GDI Team Member OpinionsHeather Jenkins, continued

43

Alan G. Dunn


John is very competent, both in terms of industry depth and body-of-knowledge breadth. He is clearly more of a leader than a manager, preferring to start with an understanding of the bigger picture, before dropping into details of a problem or situation. While he is experienced in all traditional “management” activities one normally experiences when managing a manufacturing site, he generally takes great pride in his ability to develop others to solve their own problems.

In addition to his solid technical skills, John can be a demanding leader when required. Since he usually doesn’t like making decisions without supporting facts, he may be a bit inflexible when changing directions becomes necessary. He does however possess the skills to find the data he needs to facilitate change.

John has many strengths, particularly in plant and production management, sourcing, S&OP, performance metrics, LEAN manufacturing and change management. Of all the candidates, he evaluated as the best in his understanding of cost accounting practices. John has a solid understanding of operational principles AND manufacturing economics.

Maggie Watson


Technically strong, John also has the unique capability of seeing the “big picture” from a business owner standpoint and bases his actions and decisions on this viewpoint.

Not a big personality type, John’s quiet and compassionate manner engenders trust and cooperation.

GDI Team Member OpinionsJohn Craig

44

Christopher Rios


Leadership style: John definitely has more of a collaborative and inclusive leadership style. John would much rather gather the inputs of stakeholders before coming to a major decision. This will help to build trust with his constituents, but others may see his lack of desire to make quick–intuitive based decisions as a weakness. With the right support, people will be glad to work and follow John because of his altruistic nature.

Conflict management: John would handle most conflict fairly effectively. Two things that may hurt John are (1) he sometimes has trouble letting small issues go. Rather than move to bigger and more important things, John can sometimes get lost in the details. (2) Because John prefers to work collaboratively with individuals, he may sometimes allow a little too much slack with some people.

People development: John approaches work with a coach/ teacher mentality; providing individuals with opportunities to grow. He also knows how to help people step out of their comfort zone to develop most effectively. John understands the underlying mechanisms of empowerment and how to give people the authority and autonomy to act as business owners. For John, empowerment is all about trust.

Emotional Intelligence: John is fairly high on self-awareness – he understands the impact his actions has on others. Where John could improve compared to individuals we typically evaluate is in self-management. As mentioned before, John sometimes has trouble letting things go, this may hurt him in some situations. John scores generally high on social awareness and relationship management.

GDI Team Member OpinionsJohn Craig, continued

45

Alan G. Dunn


Carol has good strengths in plant management, sourcing, production management, warehousing and maintenance fundamentals. She will likely need some development in all but the most basic HES, industrial engineering and cost accounting issues. Nevertheless, Carol is an excellent Plant Manager Candidate because she has more than enough technical understanding and is a proven quick learner. She is also a data-driven guy who is not eager to make risky decisions. Carol’s decision making is primarily driven by her science-based and fact-centric nature.

Carol is an introspective individual with strong critical thinking skills, lots of passion for her work and a desire to be part of a collegial team. She is not overtaken by tradition, and enjoys the opportunity to try new ideas, whether they be in physical material processing or people management and motivation techniques. One of Carol’s best attributes is that she has coupled her technical job competency with a reasonably good leadership demeanor… a demeanor that does however demand performance to pre-established metrics.

Maggie Watson


I got the impression that Carol is a strong willed individual whose focus is on measurement.

Carol can involve the team and build enthusiasm towards reaching a goal.

GDI Team Member OpinionsCarol Combs

46

Christopher Rios


Leadership style: I would describe Carol as having a fairly flexible leadership style. What I mean by that is she is very capable in transcribing the direction of the company for her people. Carol knows how to effectively delegate responsibility to her people. On the other hand, Carol enjoys being on the front line with her employees, empowering them to overcome difficult situations. Carol enjoys being seen as an individual with a true open-door policy.

Conflict management: Carol believes that the best way to work with people is to keep it as professional as possible. When conflict arises, Carol does a fairly good job of managing it, as she does not take things personally. Carol may come off as a little cold and direct as she may seem less interested in the personal issues of her employees.

People development: Carol believes that one of the main responsibilities of any manager is to develop their people. Carol enjoys seeing those around her develop, but has a more limited perspective on how to go about doing it and therefore takes a more transactional approach. Not really a “big thinker” when it comes to figuring out ways to help her people, has more of a deficit-based approach.

Emotional Intelligence: One of my concerns with Carol is that she appears to lack some self-awareness and self-management. What this typically means is that she sometimes is blind to the consequences of her actions on others. Her lower scores on self-management probably indicate that she may react emotionally when business issues arise. Carol scores generally high on relationship management.

GDI Team Member OpinionsCarol Combs, continued

47

Alan G. Dunn


George is a solid candidate for the Director of Operations position. He is reasonably strong in plant management, sourcing, warehousing, material flow, HES, Lean manufacturing and maintenance knowledge. He may be a slightly better “manager” than a “leader,” in that he is very hands-on and likes to be in the plant as much as possible. He personality is one that develops trust through fair management techniques more than through inspirational and motivational techniques. There is no doubt in my mind that George can run the SNY plant excellently… day-in and day-out. He is drama free, acts on fact and is not easily rattled. George is a professional in all manners.

George is also a real engineer. On a personal side, he has built and rebuilt numerous cars and truly understands the cause and effect elements of mechanical equipment… like powder processing equipment. Of all the final candidates, George is the most familiar with all forms of equipment normally used in powder processing facilities. He is a bit weak in scheduling and planning, and even weaker in cost accounting. However, George is such a verifiable fast-learner, that these skills could probably be quickly developed with an overt development plan.

Maggie Watson


George is a very likeable guy who gives the impression that there is nothing that “would ruffle his feathers.”

With his solid powder processing equipment knowledge and his BS in Chemical Engineering, George presents himself as a confident technical leader.

GDI Team Member OpinionsGeorge Defelice

48

Christopher Rios


Leadership style: George has a collaborative but transactional leadership style. George enjoys working with his people on the front line. Because of George’s superior knowledge with the equipment and processes at Ciscon Systems, Inc., people will seek him out for any technical issue that may come up. George has a “maintaining” type of leadership style, meaning that he is somewhat satisfied with just maintaining the status quo. This is not essentially a bad thing, as he will do an exceptional job of it.

Conflict management: George is always interested in profitability of the company. When conflict arises, George is more concerned about its impact on the overall business, personal interests are secondary. Because of this, George may come off as a little direct, and may be perceived as not caring enough about employee morale issues.

People development: George enjoys developing the technical skillsets of his people because he knows that it will have tangible and measureable impacts on the bottom line. George does not believe in “spoon feeding” development opportunities to his people. He believes that if people want to develop, they should seek out opportunities themselves.

Emotional Intelligence: George scores generally high on self-awareness and self-management. This typically means that George does a fairly good job of not reacting emotionally when conflict situations arise. George scores a little lower on social awareness which is probably derived from him sometimes missing the “social cues” around him. George is also a little low on relationship management, probably derived from his transactional leadership style.

GDI Team Member OpinionsGeorge Defelice, continued

Section D

Individual Candidate Evaluation Details

50

6.00

5.70

6.20

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Superior TalentCompetency Model

Baseline

John Smith

How to Interpret Individual Candidate Scores

The candidate score is our rating of how the candidate scored when answering specific interview questions or completing certain recruiting tasks (i.e. business

memo).

Baseline data is an average score of candidates from all prior executive search engagements. This is a means to compare candidate scores to that of their

industry colleagues. *Some sections do not have provided baseline data; this is intentional as we are always developing and adding new evaluative criteria to our

searches and therefore do not have prior data for some sections.

The Superior Talent Competency Modelsm Score is the target number for each competency and personal quality we evaluated. This number was collaboratively

agreed upon by the GDI Talent Acquisition Team and Ciscon Systems, Inc. personnel.

Following is a brief breakdown of how to read scores provided in the individual candidate evaluation sections. The overall purpose of the individual candidate sections is to compare the candidates’ performance during the interview process to baseline data from our candidate database as well as the target set forth by the collaboratively developed Superior Talent Competency Modelsm.

Presenting Candidate #1

Heather Jenkins

52Overall Evaluation Results – Heather Jenkins

Following is a GDI Talent Comparatorsm of Heather Jenkin’s professional competencies and personal qualities and how he compares to the job expectations established in the collaboratively developed Superior Talent Competency Modelsm. The following pages will disaggregate this candidate’s scores in each of the FIVE competency and THIRTEEN personal quality categories.

1.00

2.00

3.00

4.00

5.00

6.00

7.00Job Competency



Personal Initiative

Curiosity

Imagination

Creativity


Judgment

Ambition

Enthusiasm

Team Spirit

Collegiality

Integrity

Courage

Tenacity

Discipline

Confidence

Heather Jenkins

Baseline


53Job Competency – Heather Jenkins

Why evaluate Job Competency? Relevant technical competency in the job domain is the foundation and minimum expectation of any candidate.

Conclusions below are derived from the Phase-2 Job Competency Interviewssm. Numbers in parentheses denote how many questions were asked in that section.

6.00

7.00 6.676.36 6.31 6.19 6.11 6.10 6.00 5.98 5.93 5.87

5.50 5.44 5.315.19 5.03 5.00 4.89 4.83

4.56

3.963.67

2.78

5.10 5.14

4.40

5.11

5.65

6.01

5.315.09

4.88

5.47

3.43

6.025.83

5.42

4.29

3.85

4.42

5.576.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Heather Jenkins Baseline

54

5.73

5.98

6.00

6.00

6.25

6.00

1 2 3 4 5 6 7

Superior Talent Competency Model

Phase 4 Questions

Phase 2 Questions



Critical Thinking Skills – Heather Jenkins

Why evaluate Critical Thinking Skills? The capacity to make timely, effective and rational decisions is essential for executive leadership and managerial success. Solid critical thinking at every organizational level results in accurate problem identification, sensible alternative solution discovery and well-reasoned problem resolution.


Conclusions derived from specific questions asked during the Phase-2 Job

Competency Interviewssm


4a Organizational & Behavioral Interviewssm

55

6.00

5.62

5.78

6.00

7.00

5.81

6.50

6.50

5.83

1.00 2.00 3.00 4.00 5.00 6.00 7.00







Communication Skills – Heather Jenkins

Why evaluate Communication Skills? Though we believe that technical competencies are the number one determining factor of future job success… candidates must be able to communicate their knowledge and decision making in an effective manner.

Conclusions derived from Candidate presentation to the GDI Team



Conclusions derived from specific questions asked during the Phase 3-

Communications Exercise & Phase-4a Organizational & Behavioral Interviewssm

56Remaining Competencies & Personal Qualities

Heather Jenkins

The Remaining Competencies and Personal Qualities are important elements to evaluate as they provide us with insights into key leadership indicators.

Conclusions for the remaining competencies and personal qualities are derived primarily from the Phase-4a Organizational & Behavioral Interviewsm.

5.505.75

6.25

5.755.57

5.44

6.005.75

6.21 6.165.92

6.276.06 6.10 6.12

5.996.00 6.00

4.00 4.00

7.00

6.00

5.00

6.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

PersonalInitiative

Curiosity Imagination Creativity Decision MakingSkills

Judgment Ambition Enthusiasm

Heather Jenkins Baseline Superior Talent Competency Model

57Remaining Competencies & Personal Qualities, continued

Heather Jenkins



5.50

6.07

5.726.00 6.00

5.635.83

6.20 6.216.38

6.036.19

5.876.01

5.00

6.00 6.00

7.00 7.00

6.00

7.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Team Spirit Collegiality Integrity Courage Tenacity Discipline Confidence

Heather Jenkins Baseline Superior Talent Competency Model

58GDI Leadership Comparatorsm – Heather Jenkins

Following is a GDI Leadership Comparatorsm for Heather Jenkin’s overall leadership scores. The graph is also designed to be a comparative tool between Heather Jenkins and baseline data from prior executive search engagements. Note: the scale has been adjusted from 1.0 – 7.0 to 5.00 – 7.00 to better illustrate comparison among candidates.

5.00

5.50

6.00

6.50

7.00

Inspiration &Motivation

Deliberate Practice

Collaboration

Passion

Self-Reliance

Innovation

Fast Learning

Personal Motivation

Change Management

Conflict Management

People Development


HeatherJenkins

Baseline













59Emotional Intelligence – Heather Jenkins


PersonalCompetence



nervousness).




Social Competence






Individuals high on Emotional Intelligence: are not perfectionists, have a healthy work-life balance, embrace change, are empathetic, know their strengths and weaknesses, don’t dwell on the past, and are self-motivated.

Conclusions for emotional intelligence are derived primarily from the Phase-4a Organizational & Behavioral Interviewsm.

5.33 5.50 5.75 5.835.87 5.68 5.98 6.11

1.00

2.00

3.00

4.00

5.00

6.00

7.00



60Change Management – Heather Jenkins





Skills


Change Management

Questions

5.92

5.84

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Baseline

Heather Jenkins

62Hogan Assessment Systems: Candidate Perspective

Heather Jenkins

Narrative of Leadership

Fit

John Doe tends to be calm and even tempered, and should easily adjust to fast paced environments and heavy work loads. He will express emotions appropriately and handle stress well. He usually is conscientious, careful about rules andprocedures, and will gather the information needed to make informed decisions. John Doe tends to be achievementoriented, interested in training, and will stay up to date on new developments in business and technology.

Mr. Doe will be calm, composed, and steady in the face of adversity, will seem unaffected by time pressure and thedemands of meeting challenging business objectives, and his team will appreciate his composure and confidence. He willseem energetic, confident, competitive, and driven. He will set high expectations for himself and others, and will take theinitiative even when it is not necessary. His desire for leadership positions may outrun his ability to attract the loyal support that he will need. John Doe will seem diplomatic, charming, warm, and friendly. He will develop and maintain effective relationships with colleagues and clients. However, his desire to avoid conflict may interfere with good business and personnel decisions. He will seem self-disciplined, planful, and well-organized and will respect existing policies andprocedures. He will be conscientious and dependable, but may resist change and will need a lot of structure, guidance, and direction, especially in ambiguous circumstances.

Hogan Assessment Systems also provides us a comprehensive narrative report based on the three inventories completed by each candidate. These narratives are not specific to the Ciscon Systems, Inc., Director of Operations position, but instead the candidate responses to inventory items are normed against their complete database of Leadership positions. The three overall sections provided are:

1. Narrative of Leadership Fit… provides an overall perspective of each candidate and how they compare to the normative group of “Leadership.”

2. Potential Risks… provides high level bullet points on potential risk factors that may need to be managed.

3. Environment for Candidate Success… provides Hogan’s perspective on the types of environments that would be most conducive for success for the candidate.

It is important to note that while the information and perspectives provided by the Hogan Assessment Systems are invaluable and allow us to capture behavioral tendencies that interviews sometimes miss; they are just one more data point in painting an overall picture of each candidate. Because the tool uses socio-analytic theory as it’s foundation, it is expected that some of it’s findings will be different than that of the perspectives of the GDI Talent Acquisition Professionals.

Provided report is sample text… completed and delivered Superior Talent Acquisition Reportsm will include customized narrative for each candidate.

63Hogan Assessment Systems: Candidate Perspective, continued

Heather Jenkins

Potential Risks

John Doe has the following potential risks that need to be managed:

• He may tend to take action without considering all of the potential risks associated with his decisions.

• Although he seems tolerant and relaxed, he may be unwilling to hold others to high performance standards.

• Mr. Doe may be emotional when frustrated or irritated. Over time, others will see a pattern of initial enthusiasm forpeople and initiatives and then disappointment.

• He should seem polite, considerate, and concerned with issues of staff morale. However, during periods of stress, hemay be unwilling to place strong demands on his staff.

Environment for

Candidate Success




Heather Jenkins

Hogan Assessment Systems also provides high level bullet points on “Candidate Strengths” as well as “Candidate Areas for Development.” These bullet points along with data on the candidate’s 18 Competencies and Personal Qualities are a great starting point for a development plan.

Candidate Strengths Candidate Areas for Development

• Will be calm and even-tempered despite heavy workloads and ambiguous task demands

• Tends to approach challenging work with confidence and optimism

• Will be seen as an energetic, self-confident, and action-oriented leader

• Enjoys making decisions and meeting difficult challenges

• Will read social and political cues quickly and easily

• Will work hard in an effort to please everyone

• Will have a keen eye for detail, provide staff with step-by-step instructions, and follow procedures

• Should have high standards regarding timeliness, quality, and adherence to rules

• May overestimate own talents and abilities and ignore criticism and negative feedback

• May underestimate challenges that are more critical than they initially appear

• May tend to compete with colleagues, team members, and subordinates

• May become dissatisfied if opportunities for advancement don't come quickly enough

• May seem conflict-averse and have difficulty confronting staff when performance issues arise

• May have difficulty giving subordinates negative feedback

• May have difficulty prioritizing work due to a tendency to consider all details as critical

• May have problems changing direction quickly and being flexible


65Background Profile – Heather Jenkins

Background Check Results: (performed on May 27, 2016)

■ No significant findings to report.

Credential Check Results: (performed on June 1, 2016)

■ USA University has verified the Bachelors of Science Degree in Business Administration awarded on May 15, 2002.

■ Cornell University has verified the Master of Business Administration awarded on May 18, 2010.

Reference Check Results: (performed on week of June 1, 2016)

■ Following are quotes from personal and professional references contact:

Comment Category

Reference Check Comments

Strengths in Plant

Management

“Consistent earned promotions – excels.” (Professional Reference). “If I had an opportunity to hire her again or work for her I would not hesitate.” (Professional Reference). “Heather loves the shop floor and connecting at all levels.” (Professional Reference). “I would hire Heather again in a second if I had a position, I can’t recommend her enough.” (Professional Reference). “Heather is a good person to have in a crisis.” (Professional Reference). “Data and goal driven” (Professional Reference). “Smart and reliable, she can do the impossible.” (Personal Reference).

Noteworthystrengths

“People person, easy to talk to, spends the time to get to know her people and their work.” (Professional Reference). “High energy, very bright and a quick learner.” (Professional Reference). “People person; she builds teams and helps people grow.” (Professional Reference). “Approachable person that engenders trust.” (Professional Reference). “Articulate.” (Professional Reference). “Seemingly photographic memory.” (Personal Reference). “Building Teams.” (Personal Reference).

66Reference Check, continued – Heather Jenkins

Comment Category


Shortcomings “She can be easier on her direct managers than herself.” (Professional Reference). “I never had any complaints.” (Professional Reference). “I can’t think of anything.” (Personal Reference).

Integrity “No question she has it.” (Professional Reference). “Very honest and open with high standards – no tolerance for things not above board.” (Professional Reference). “Flawless, Impeccable.” (Professional Reference).

Decision Making & Judgment

“Very good.” (Professional Reference). “Thoughtful, looks at all angles but not afraid to make a decision.” (Professional Reference). “Excellent judgement.” (Professional Reference). “Data based decision maker.”(Professional Reference).

Enthusiasm “Low key.” (Professional Reference). “Very good, even in high stress and long hours type situations Heather is positive and in good spirits.” (Professional Reference).

Team Spirit & Collegiality

“Coachable, open to constructive feedback.” (Professional Reference). “Solid rapport with people at all levels within an organization.” (Professional Reference).

Courage “She can handle any tough situation.” (Professional Reference). “Heather is not afraid to speak his mind and to challenge assumptions etc.” (Professional Reference). “Heather has the courage to defend his people and/or plant.” (Professional Reference).

Tenacity “She was instrumental in a couple of difficult turnaround situations, she sticks with it!” (Professional Reference).

Leadership Style

“Generally open and honest, shares facts and takes the time to explain to the team the how and why of a goal.” (Professional Reference).

“Leads from the front, makes her expectations clear, engages, communicates and accountable.” (Professional Reference). “A collaborative leader Heather sets expectations and opens a dialogue – a straight shooter, people like her.” (Professional

Reference). “Treats everyone fairly.” (Personal Reference).

67Candidate’s Resume – Heather Jenkins

Professional ExperienceBerry Foods January 2011 – Present Director of Operations• Review completed audits and perform gap assessment to ensure root cause addressed;• Establish processes and procedures to close identified gaps;• Design and incorporate training program for most recently acquired business.• Provide validation assistance for warehousing and distribution center of global food company systems• Establish methods to enhance compliance utilizing six sigma• Provide strategies for validation using six sigma tools and methodologiesUSA MFG. Jan 2005 - July 2011 Lead Continuous Improvement Trainer• Taught and mentored pharmaceutical sites worldwide on applying lean sigma methodologies to regulation• Designed programs for clients to aid in meeting cGMP’s and QSR• Developed & educated industry in ‘Science-based Validation’ strategy• Established methods on utilizing six sigma tools to enhance compliance to FDA regulation• Assisted FDA with integrating six sigma tools into process analytical technology (PAT) and 21st Century cGMP’Mars Group. July 1986 - March 2005 Director of Quality Assurance • Developed strategy to deploy Business Excellence (six sigma and lean) across Nutrition business worldwide• Established criteria and guidelines to integrate these methods into validation and other elements of quality system• Responsible for directing complaint reviews, failure investigations, root cause analysis, and ensuring corrective and preventive actions correlate to root cause.• Established guidelines for financial savings• Educated key personnel on Quality Improvement & Six Sigma• Assisted five divisions incorporate deployment strategy

Professional Development• Certified Change Master • Process Validation Training• Six Sigma Master Black Belt; University of Texas • Advanced Design of Experiment• Lean Manufacturing Training

EDUCATION:MBA,Cornell University

Military BackgroundServed in the United States Air Force; Honorable discharge in 1981.


John Craig

69Overall Evaluation Results – John Craig

Following is a GDI Talent Comparatorsm of John Craig’s professional competencies and personal qualities and how he compares to the job expectations established in the collaboratively developed Superior Talent Competency Modelsm. The following pages will disaggregate this candidate’s scores in each of the FIVE competency and THIRTEEN personal quality categories.

1.00

2.00

3.00

4.00

5.00

6.00

7.00Job Competency



Personal Initiative

Curiosity

Imagination

Creativity


Judgment

Ambition

Enthusiasm

Team Spirit

Collegiality

Integrity

Courage

Tenacity

Discipline

Confidence

John Craig

Baseline


70Job Competency – John Craig



6.00

6.736.47 6.44 6.40 6.38 6.22 6.18 6.08 6.00 6.00

5.60 5.565.54 5.405.29 5.26 5.22 5.14 4.92

4.90

4.47

3.78

2.89

5.105.42

5.65

5.14

4.42

5.11

5.83

4.40

6.01

5.09

6.02

5.31 5.47 5.57

4.294.88

3.43

3.85

6.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

John Craig Baseline

71

5.73

5.98

6.00

6.13

6.14

5.75

1 2 3 4 5 6 7


Phase 4 Questions

Phase 2 Questions


John Craig Baseline

Critical Thinking Skills – John Craig







72

6.00

5.62

5.78

6.00

7.00

6.19

5.25

5.50

5.67

1.00 2.00 3.00 4.00 5.00 6.00 7.00






John Craig Baseline

Communication Skills – John Craig








John Craig



6.00

6.50

6.00 6.00 6.005.81

6.50

6.006.21 6.16

5.92

6.27 6.066.10 6.12

5.996.00 6.00

4.00 4.00

7.00

6.00

5.00

6.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

PersonalInitiative



John Craig Baseline Superior Talent Competency Model

74Remaining Competencies & Personal Qualities, continued John

Craig



7.00

6.006.25 6.25

7.00

6.005.83

6.20 6.216.38

6.036.19

5.876.01

5.00

6.00 6.00

7.00 7.00

6.00

7.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00


John Craig Baseline Superior Talent Competency Model

75GDI Leadership Comparatorsm – John Craig

Following is a GDI Leadership Comparatorsm for John Craig’s overall leadership scores. The graph is also designed to be a comparative tool between John Craig and baseline data from prior executive search engagements. Note: the scale has been adjusted from 1.0 – 7.0 to 5.00 – 7.00 to better illustrate comparison among candidates.

5.00

5.50

6.00

6.50

7.00


Deliberate Practice

Collaboration

Passion

Self-Reliance

Innovation

Fast Learning

Personal Motivation

Change Management

Conflict Management

People Development


John Craig

Baseline













76Emotional Intelligence – John Craig


PersonalCompetence



nervousness).




Social Competence








6.33

5.00

6.006.50

5.87 5.68 5.98 6.11

1.00

2.00

3.00

4.00

5.00

6.00

7.00


John Craig Baseline

77Change Management – John Craig





Skills


Change Management

Questions

5.92

5.95

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Baseline

John Craig


John Craig


Fit










John Craig

Potential Risks






Environment for

Candidate Success




John Craig




















82Background Profile– John Craig



Credential Check Results: (performed on May 24, 2016)

■ The University of Virginia has verified the Bachelors of Science Degree in Mechanical Engineering awarded on May 18, 1984.

■ Rutgers University, New Jersey has verified the Masters of Business Administration awarded on May 21, 1990.

Reference Check Results: (performed on week of May 25, 2016)

■ Following are quotes from personal and professional references contacted:

Comment Category


Strengths in Plant

Management

“John would be very well suited, he was a huge help to me in a focused sales reactionary plant in planning, anticipation, capacity & utilization.” (Professional Reference).

“Has the ability to connect the work to every sale and the bottom line.” (Professional Reference). “Absolutely can do the job, very proficient.” (Personal Reference) “ John does his best where there are problems that need to be fixed, the bigger the better.” (Professional Reference). “John has a big picture mentality he understands from a CEO perspective.” (Personal Reference). “Exceptionally well qualified!” (Professional Reference). “I appreciated his absolute commitment to the success of the company.” (Professional Reference).

Noteworthystrengths

“Analytical, John gathers facts and root causes to enable sound decisions.” (Professional Reference). “Caring & altruistic – compassionate!” (Professional Reference). “Performance metrics.” (Professional Reference). “Extremely bright.” (Professional Reference). “People Person, solid guy! Always willing to help.” (Personal Reference). “Negotiation.” (Professional Reference)

83Reference Check, continued – John Craig

Comment Category


Noteworthystrengths, continued

“Smart and well read, he is constantly learning.” (Personal Reference). “Quiet, stand-up guy with a good sense of humor.” (Personal Reference). “Humble, does not need to be the center of attention.” (Personal Reference). “Can-do attitude with the ability to motivate others to do.” (Professional Reference).

Shortcomings “Could be more direct.” (Professional Reference). “Sometimes over analyzes.” (Personal Reference). “Requires autonomy – does not like someone looking over his shoulder.” (Personal Reference).

Integrity

“Very high level! Never had any doubts about Johns integrity.” (Professional Reference). “ John has it! I have never worked with anyone that has more integrity.” (Professional Reference). “Will not compromise his values.” (Personal Reference). “10 out of 10.” (Personal Reference). “He would challenge across all levels; he wanted to do it right even when it was hard.” (Professional Reference).


“John gathers the facts, measures then implements.” (Professional Reference). “Sound decision maker.” (Professional reference).

Enthusiasm “I have never worked with someone who works longer hours, he is engrossed and strives for the best in everything he

does.”(Professional Reference). “He has it but not in a “pound your chest” kind of way.” (Personal Reference).


“John is a great guy, I would welcome the opportunity to work with him again.” (Professional Reference).

Courage “John absolutely has the courage to stand for himself and his team.” (Professional Reference) “Spoke truth to power.” (Professional Reference).

Tenacity “He will get the job done.” (Professional Reference). “Has a work ethic that is rarely seen.” (Professional Reference).

84Reference Check, continued – John Craig

Comment Category


Leadership Style

“In control but kind.” (Professional Reference). “A solid leader that understands people across all levels of an organization.” (Professional Reference). “Unique quiet leadership, calm, measured with an ability to move people in his direction – people gravitate to him, they know he has

their back.” (Professional Reference).

85Candidate’s Resume – John Craig

EDUCATION:Mechanical EngineeringUniversity of VirginiaMBARutgersUS Naval Nuclear Engineering Program

RELEVANT SKILLS• Global Quality Management Systems

• CAPA, Investigations, Release, Document Control, Supplier Management, Training, SOP Development, Non Conformance, Audits, Continuous Improvement, Metrics, Score Card

• Business Strategy• Business Planning, Budgets, Competitive Intelligence, SWOT Analysis, Pricing, Sales, Supply Chain

• Continuous Improvement• Six Sigma, Quality Engineering, Lean, Kaisen, DMAIC, Hoshen Planning, TPM, Value Stream, Business Process Mapping, FMEA

PROFESSIONAL EXPERIENCEDirector of Operations American Gas Jan 2013 – PresentMitigating business failure by providing solutions through Continuous Improvement initiatives and Business Process Management. Developed core set of products and services for small and medium size companies in the support of Planning, Operations, Quality, Lean Methodologies, Business Management Systems and Competitive Intelligence. Plant Manager USA Foods Oct 1995 – Jan 2013King’s launched massive project to consolidate quality management systems across all global operations. High risk and outdated CAPA program in need of upgrades. Managed 3 direct reports and 46 quality managers in 5 countries in support of Beverages, Cereals, Dairy, Functional Ingredients, Meats, Culinary, Nutrition and Sweets Divisions. Sr. Process Engineer Union Carbide Sep 1986 – Aug 1995Process improvement and product development for US and Canadian market. Key member of the process cheese global optimization team formed to defend against lower cost process cheese manufactures. Won the Superior Achievement Award.


Carol Combs

87Overall Evaluation Results – Carol Combs

Following is a GDI Talent Comparatorsm of Carol Comb’s professional competencies and personal qualities and how he compares to the job expectations established in the collaboratively developed Superior Talent Competency Modelsm. The following pages will disaggregate this candidate’s scores in each of the FIVE competency and THIRTEEN personal quality categories.

1.00

2.00

3.00

4.00

5.00

6.00

7.00Job Competency



Personal Initiative

Curiosity

Imagination

Creativity


Judgment

Ambition

Enthusiasm

Team Spirit

Collegiality

Integrity

Courage

Tenacity

Discipline

Confidence

Carol Combs

Baseline


88Job Competency – Carol Combs



6.00 6.08 6.05 6.00

5.41 5.335.19 4.90 4.83

4.55 4.33 4.33 4.29 4.20 4.17 4.08 4.00 3.98 3.813.60

3.33 3.21 3.14

2.56

5.105.65

5.31

3.43

6.01

4.885.11 5.09 5.14

4.40

5.47 5.42

4.42 4.29

5.83

3.85

6.02

5.576.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

Carol Combs Baseline

89

5.73

5.98

6.00

5.58

5.03

5.13

1 2 3 4 5 6 7


Phase 4 Questions

Phase 2 Questions



Critical Thinking Skills – Carol Combs







90

6.00

5.62

5.78

6.00

7.00

5.25

5.25

6.00

5.33

1.00 2.00 3.00 4.00 5.00 6.00 7.00







Communication Skills – Carol Combs








Carol Combs



5.505.25

5.505.25

5.395.67

5.50 5.50

6.21 6.165.92

6.276.06 6.10 6.12

5.996.00 6.00

4.00 4.00

7.00

6.00

5.00

6.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

PersonalInitiative



Carol Combs Baseline Superior Talent Competency Model

92Remaining Competencies & Personal Qualities, continued Carol

Combs



5.25 5.25 5.25 5.25

6.00

5.305.50

6.20 6.216.38

6.036.19

5.876.01

5.00

6.00 6.00

7.00 7.00

6.00

7.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00


Carol Combs Baseline Superior Talent Competency Model

93

5.00

5.50

6.00

6.50

7.00


Deliberate Practice

Collaboration

Passion

Self-Reliance

Innovation

Fast Learning

Personal Motivation

Change Management

Conflict Management

People Development


Carol Combs

Baseline

GDI Leadership Comparatorsm – Carol Combs

Following is a GDI Leadership Comparatorsm for Carol Comb’s overall leadership scores. The graph is also designed to be a comparative tool between Carol Combs and baseline data from prior executive search engagements. Note: the scale has been adjusted from 1.0 – 7.0 to 5.00 – 7.00 to better illustrate comparison among candidates.













94Emotional Intelligence – Carol Combs


PersonalCompetence



nervousness).




Social Competence








5.254.75

5.33 5.335.87 5.68 5.98 6.11

1.00

2.00

3.00

4.00

5.00

6.00

7.00



95Change Management – Carol Combs





Skills


Change Management

Questions

5.92

5.21

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Baseline

Carol Combs


Carol Combs


Fit










Carol Combs

Potential Risks






Environment for

Candidate Success




Carol Combs




















100Background Profile – Carol Combs




■ Pittsburgh State University, FL has verified the Bachelors of Science Degree in Business Management awarded on May 19, 2001.


■ Following are quotes from personal and professional references:

Comment Category


Strengths in Plant

Management

“Outside the box thinker.” (Professional Reference). “Fully capable, can handle any crisis.” (Professional Reference).

Noteworthystrengths

“Visionary.” (Professional Reference). “Has a can-do personality, she is a glass half full kind of girl.” (Professional Reference). “Carol’s mind-set is “It’s a challenge not a problem”.” (Professional Reference).

Shortcomings “With her visionary attributes she can get “out there” sometimes and may lose sight of what needs to get done today.” (Professional

Reference). “I can’t think of anything and I have worked with her every day for the last 3 years.” (Professional Reference)

Integrity “Highly trustworthy.” (Professional Reference). “Honest & Professional.” (Professional Reference).

Leadership Style

“Strong leader a good people person.” (Professional Reference). “Balanced – Carol can "work in the trenches”, delegate, empower, motivate and build self sufficient teams.” (Professional

Reference).

101Candidate’s Resume – Carol Combs

SUMMARYResults-oriented Ops Professional with over 20 years experience in developing, implementing and improving quality and manufacturing systems. Principle strengths include meeting business goals and deadlines with minimal staff and oversight. Adept at trouble-shooting, process mapping, streamlining operations, and creating a quality organization that is an asset to a company. Expertise includes:• ISO Implementation/Maintenance • Customer Relations• Cost Reduction • LEAN Manufacturing/CI• SAP QIM • Team Leadership/Facilitation• Supply Chain Management (ERP) • Budget Management• Certified Quality Auditor • Change Management• CGMP/HACCP • Food Safety/Food Defense• Risk Assessment/Management • Communication/Training• Certified Manager of Quality/OE

PROFESSIONAL EXPERIENCEKarma Pharmaceutical Director of Ops 2000 – Nov 2015Manage Quality Assurance system and Quality Control department. ISO Management Representative. Responsible for investigation and follow-up for all customer complaints originating at the site. Responsible for feedback to customers. Responsible for product release. GMP/HACCP Chairperson. QMS/Supplier Lead Auditor.John Norway Pharma Production Manager/Staff Auditor 1987 - 2000Managed quality assurance system. Customer Complaint Coordinator. Oversaw product release, and supervised QA support technician. Managed quality control laboratory at the site. QC lab performed all in process and finished product analytical testing. Managed and administered the Laboratory Information Management System (LIMS). Supervised the QC lab staff of eight technicians.

EDUCATIONBA in Business– Pittsburgh U.

PROFESSIONAL TRAININGERP systems – JBA, BaaN, Maximo, ProfitKey, SAP (including QIM)Statistical Process Control/Design of ExperimentsISO 9000 Internal and Lead Auditor CertificationFSSC/ISO 22000 Management SystemsFood Defense Coordinator - AIBCertified Quality Auditor – ASQFood Sanitation – UC DavisHACCP training – AIB, NSFCertified Manager of Quality/Organizational Excellence - ASQ


George Defelice

103Overall Evaluation Results – George Defelice

Following is a GDI Talent Comparatorsm of George Defelice’s professional competencies and personal qualities and how she compares to the job expectations established in the collaboratively developed Superior Talent Competency Modelsm. The following pages will disaggregate this candidate’s scores in each of the FIVE competency and THIRTEEN personal quality categories.

1.00

2.00

3.00

4.00

5.00

6.00

7.00Job Competency



Personal Initiative

Curiosity

Imagination

Creativity


Judgment

Ambition

Enthusiasm

Team Spirit

Collegiality

Integrity

Courage

Tenacity

Discipline

Confidence

George Defelice

Baseline


104Job Competency – George Defelice



6.00 5.83 5.81 5.81 5.775.52

5.335.00 4.99 4.92 4.90 4.83

4.604.20 4.11 4.06 4.00

3.71 3.67 3.55 3.50 3.50

2.502.28

5.315.10

5.115.09 5.14

6.015.65

5.47

4.88

5.83 6.00

5.42

4.40

6.02

4.29 4.42

5.57

3.433.85

1.00

2.00

3.00

4.00

5.00

6.00

7.00

George Defelice Baseline

105

5.73

5.98

6.00

5.70

5.04

5.81

1 2 3 4 5 6 7


Phase 4 Questions

Phase 2 Questions



Critical Thinking Skills – George Defelice







106

6.00

5.62

5.78

6.00

7.00

5.63

5.75

5.00

6.00

1.00 2.00 3.00 4.00 5.00 6.00 7.00







Communication Skills – George Defelice








George Defelice



5.25

5.755.50

6.00 6.06 6.06

5.50 5.50

6.21 6.165.92

6.276.06

6.10 6.125.99

6.00 6.00

4.00 4.00

7.00

6.00

5.00

6.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

PersonalInitiative



George Defelice Baseline Superior Talent Competency Model

108Remaining Competencies & Personal Qualities, continued

George Defelice



6.00

5.36

5.865.75 5.75

5.505.67

6.20 6.216.38

6.036.19

5.876.01

5.00

6.00 6.00

7.00 7.00

6.00

7.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00


George Defelice Baseline Superior Talent Competency Model

109GDI Leadership Comparatorsm – George Defelice

Following is a GDI Leadership Comparatorsm for George Defelice’s overall leadership scores. The graph is also designed to be a comparative tool between George Defelice and baseline data from prior executive search engagements. Note: the scale has been adjusted from 1.0 – 7.0 to 5.00 – 7.00 to better illustrate comparison among candidates.

5.00

5.50

6.00

6.50

7.00


Deliberate Practice

Collaboration

Passion

Self-Reliance

Innovation

Fast Learning

Personal Motivation

Change Management

Conflict Management

People Development


GeorgeDefelice

Baseline













110Emotional Intelligence – George Defelice


PersonalCompetence



nervousness).




Social Competence








6.00 6.005.33

5.00

5.87 5.68 5.98 6.11

1.00

2.00

3.00

4.00

5.00

6.00

7.00



111Change Management – George Defelice





Skills


Change Management

Questions

5.92

5.40

1.00 2.00 3.00 4.00 5.00 6.00 7.00

Baseline

George Defelice


George Defelice


Fit










George Defelice

Potential Risks






Environment for

Candidate Success




George Defelice




















116Background Profile – George Defelice




■ Michigan State University has verified the Bachelors of Science Degree in Chemical Engineering awarded on June 12, 1988.


■ Following are quotes from personal and professional references contact:

Comment Category


Strengths in Plant

Management

“George is the best Pharma processing manager I ever worked with, a fluid-bed expert.” (Professional Reference). “I would love to work with him again.” (Professional Reference). “A smart, motivated natural leader who is technically strong.” (Professional Reference). “I would hire him without a second thought, you have a good one here!” (Professional reference).

Noteworthystrengths

“George listens and has patience even with the most difficult personalities.” (Professional Reference). “Analytical, George gathers all the facts and solves problems systematically.” (Professional Reference). “Even tempered, good spirit, good humor and dependable.” (Personal Reference). “Old school work ethic and good public speaking and communication skills.” (Professional Reference).

Shortcomings “George works at a fast pace and sometimes needs to have more patience with people that cannot keep up.” (Professional

Reference). “Nothing comes to mind!” (Professional Reference).

Integrity “Beyond reproach.” (Professional Reference). “Super nice guy who communicates clearly and gets along with everybody.” (Professional Reference). “George is the poster child for Integrity.” (Professional Reference).

117Reference Check, continued – George Defelice

Comment Category



“He thinks through problems, will take it home with him and come back the next day with solutions.” (Professional Reference).

Enthusiasm “George likes a challenge, he totally immerses himself in finding solutions.” (Professional reference). “George has a passion – for doing it right.” (Professional Reference).


He’s got it! (Professional Reference).

Courage “Old school mentor, will stand up for his team. Flexible with a low tolerance for repeated mistakes.” (Professional Reference).

Tenacity “He owns his tasks!” (Professional Reference).

Leadership Style

“George mentors, he takes the time to engage and ensure that his charges truly learn.” (Professional Reference). “George is open to suggestion, he listens and involves people in the decision process.” (Professional reference).

118Candidate’s Resume – George Defelice

Executive Summary:• Hands-on leader with a B.S. Chemical Engineering degree and 20+ years managerial experience in the Pharmaceutical and Food Industries• Proven ability to manage multiple cross-functional groups and motivate personnel to achieve timely and successful results• Currently managing 6 direct reports and 45 indirect reports at Viper Air Techniques, a CRO/CMO• Highly skilled in all aspects of Pharmaceutical process management, development, scale-up, and troubleshooting• Excellent written and oral communications skills with a strong emphasis on customer service• Extensive experience with NDA, ANDA, CBE-30 and 505(b)(2) type filings

Professional History:VIPER TECHNIQUES, RAMSEY, NJVice President Operations, Pharmaceutical Services Division (2010 – present)

• Primary role to assess and improve company organization and revenues while maintaining the highest possible level of customer service.• Significantly reduced internal as well as external customer based quality audit observations by• instituting cross-departmental pre-audit inspections.• Team member of Viper’s Safety Team and originator of a new plant wide safety audit program.• Prepare annual department budget proposals for owner review and approval.

Blatson INC, WEST HAVEN, CTDirector, Process and Technical Operations (1988 – 2010)

• Responsible for evaluation and planning of all contracted fluid bed based projects including R&D resource scheduling, final data reporting, process scale-up and commercialization.

• Worked with Manufacturing group to achieve improved production throughput of multiple top spray granulation processes.• Responsible for setting and maintaining annual group budget.

Education:B.S. in Chemical Engineering, Michigan State University, 1988with minor in Biomedical Engineering

Section ESuperior Talent Competency Modelsm

Director of OperationsOur Talent Acquisition Reference Guide


120Superior Talent Competency Modelsm

Director of Operations – Ft. Lauderdale, Florida

Position Title & Pay GradeDirector of OperationsPay Grade: Competitive Base Salary *

Reporting & Interface Relationships

Reports directly to the Chief Operating Officer (COO).

Positions that may report DIRECTLY to this position, include:

■ Plant Manager (or Production Shift Managers)

■ Site Purchasing Staff

■ Site Customer Service Staff

■ Site Production Planning Staff

■ Site Warehouse, Shipping & Receiving Staff

■ Site HR Supervisor

■ Site Process Engineering Manager

■ Site Maintenance Supervisor

■ Site Environmental, Health & Safety (EH&S) Supervisor

■ Site Cost Accounting Manager

■ Site Project Managers & Staff (when capital projects underway)

Positions reporting INDIRECTLY to OR having significant INTERFACE with this position include:

■ Corporate VP of Quality

■ Site Quality Assurance Manager

■ Site Sanitation Supervisor

■ Corporate HR Director

■ Corporate IT Manager

■ Site Controller

■ CFO

■ Corporate Environmental, Health & Safety (EH&S) Director

General “Theme” of This Position

The position is responsible for ALL aspects of manufacturing plant management, including:

■ Plant production throughput

■ Plant output quality

■ Plant productivity

■ Plant efficiencies

■ Plant capital management

* Salary information purposely omitted in order to protect internal confidentiality. See VP of Talent Acquisition for salary information.

121Superior Talent Competency Modelsm, continuedDirector of Operations – Ft. Lauderdale, Florida

General “Theme” of This Position, continued

■ Plant regulatory compliance

■ Plant facility & equipment maintenance

■ Plant engineering

■ Plant planning, scheduling and throughput control

■ Plant raw materials purchasing and receiving

■ Site distribution

■ Plant environmental, health & safety

■ Plant people development

The person in this position is the company’s person in charge at the manufacturing site. All activities occurring at the site are ultimately the responsibility of the Director of Operations.

Known “Knowledge Base”

The individual who fills this role must have deep knowledge in:

1. Plant safety management tools, techniques, protocols, processes and expectations.

2. Plant compliance tools, techniques, protocols, processes and expectations. Must know how to remain in compliance with regulators and the community.

3. Plant management issues, including bargaining unit issues, people management & leadership processes.

4. Communication methods that align all functions, departments and people. This includes all LEAN manufacturing people skills and tools.

5. Plant maintenance processes, including interval-based and reliability-based plant and equipment maintenance tools, techniques, protocols, processes and expectations.

6. Lead-time-offset-scheduling and feedback systems for production scheduling. Should also understand how to use the company’s ERP planning and scheduling tools.

7. Specifically, how all products are manufactured through the facility and the identification of Possible Points of Conversion Disruption (PPoCD). Must have intimate knowledge of EVERY process, from both a technical perspective and an operator interface perspective.

8. Actual product designs, tolerances and control limits.

Known Responsibilities

This individual is responsible for executing many tasks, either as an individual or in a team environment. These responsibilities include:

1. Responsible for the care & feeding of a number of departments, supervisors & technical support staff.

2. Responsible for the execution of the mandatory monthly plant cost variance review meeting.

3. Responsible for development and execution of plant KPI’s and mechanisms for reporting those KPI’s to staff and corporate.

4. Responsible for the development of the annual plant production plan.

5. Responsible for the development of the annual plant capital expenditure plan & budget.

6. Responsible for the development of the annual plant operating plan & plant financial budget.


Known Responsibilities, continued

7. Responsible for the establishment of viable mechanisms for successful management / staff communications.

8. Responsible for maintaining the plant and equipment to be within the company’s performance and quality expectations.

9. Responsible to build a sustainable organization that constantly focuses on how to improve plant operating margins.

10. Responsible for the safety record within the plant.

11. Responsible for plant environmental compliance.

12. Responsible to build a sustainable organization that constantly focuses on how to improve plant-operating margins.

13. Responsible to build a culture of high expectations around product quality & customer service reliability.

14. Responsible to motivate & mobilize people at all levels to do what is in the best interest of the company.

15. Responsible to instill a sense of urgency & an achievement-oriented culture throughout all levels of the organization.

16. Responsible to be a good colleague to corporate support functions.

17. Responsible to make solid judgmental decisions quickly.

Known Accountabilities (where the buck stops!)

This function maintains accountability for the following issues:

1. Accountable for plant cost-of-goods produced (COGP)

2. Accountable for monitoring & maintaining budgeted staffing levels.

3. Accountable for plant inventory levels in raw material, work-in-process & finished goods.

4. Accountable for all operating variances, including PPV, yield variances, closed order variances, spending variances, usage variances & plant burden and overhead absorption variances.

5. Accountable for safety issues, especially any lost time safety violations.

6. Accountable for outgoing product quality.

7. Accountable for customer backorder levels resulting from plant actions.

8. Accountable for bargaining unit agreements & issues.

9. Accountable for the entire Management Team’s ethical & legal behavior.

Known “Eligibilities” (to remain in this position)

Minimum requirements & expectations to remain in this function include the following:

1. Cost of Goods Produced (COGP) must reduce by 1% point every year. This is measured as COGP as a percent of sales at list price.

2. Issue preliminary ship dates within 48 hours of order receipt for >98% of all sales orders received from customers.

3. Maintain a comprehensive forward-looking 10-day (locked in) production schedule that includes, at a minimum, ALL planned plant and equipment maintenance activities, ALL material conversion (production) activities and ALL required setup and sanitation activities.

4. Backorders must never be >$50,000 at any time with an average <$30,000.

5. Available labor (at standard hours) to planned production hours must, on average be between 90% & 115%.

6. No serious lapses in ethics or legalities at the plant.

7. No serious delivery problems that could jeopardize any relationship with any significant customer.


Known Limitations

This position is specifically NOT responsible or accountable for the following issues:

1. The quality monitoring & measurement processes. While this position is ultimately responsible for the delivered quality of products produced in the plant, the Quality Assurance organization is NOT the operations management function’s responsibility.

2. The financial management function with the exception of site-based cost accounting. The corporate financial team is responsible for the timely & accurate distribution of performance reports.

3. Human resource management including benefits, payroll & other HR activities. While the individual in this role IS responsible for proper care, feeding & utilization of human assets, the “technical” management of their employment is not this role’s responsibility.

Information & Data Used By Others That This Position Is

Accountable For

This position is accountable for maintaining certain minimum levels of data integrity in master files within our ERP system & ancillary systems:

1. Manufacturing Variance Reports that goes to the corporate offices.

2. Monthly Operating Report detailing all critical plant information.

3. Daily quality output report and operating flash-report.

4. Root-cause analytic reports on poor quality products that escaped the production environment.

5. Plant headcount records.

6. Plant safety records and reports.

7. Plant (and work area), efficiency, utilization and productivity records.

8. Overall Equipment Effectiveness (OEE) records.

9. Capital project status reports.

10. Work Order status reporting

11. Manufacturing start date, completion date and ship date compliance.

12. GMP, SQF and HACCP audit compliance

Leadership Responsibilities

The individual in this function has the following supervisory, management & leadership requirements:

1. Responsible for building high performance leadership & management teams that can run the plant.

2. Responsible for developing performance measurements for all functions at the plant.

3. Responsible for developing the second tier of managers & building a viable succession plan for each of them.

4. Responsible for training & mentoring of the second tier managers.

5. Responsible for conducting formal annual evaluations of each second tier manager.

The individual in this role is responsible for establishing CLEAR & MEASURABLE expectations for EVERY second & third tier manager at the site.


“Behavioral Catalysis”Expectations

The person in this position is expected to be a “lightening rod” for positive production and process management behavior. We expect that everyone employed anywhere in the company will look to this individual as the knowledgeable, ethical and focused arbiter ofcomplex issues residing in the Florida plant.

In other words, we expect this person to be exceptionally knowledgeable in how products are made in Florida.

Corporate Culture This Position Lives In

The company provides a family environment where EVERYONE is treated with respect, kindness, honor and professionalism. Each person is expected to be accountable for his or her own actions. A strong support system exists to help them not fail. The individual who is hired for this position must respect the differences that every individual brings to the job and to actively seek ways to empower and engage both individuals and groups. The open and honest culture of this company demands that each employee be able to give honest and actionable feedback to others… as well as to take it from others. Constant communication and collaboration are imperative! The company anticipates ongoing changes and wants change to be viewed as an opportunity and not as a threat. This orientation aligns with the company’s idea of continuous improvement – that change will always be necessary to take the company to the next level of profitability.

■ An ability to map relationships, silos and influencers… AND make these work toward change rather than just busting in and demanding change.

■ An ability to make tough decisions quickly.

■ Mannerisms that engage people, protect dignity and yet drive home clear expectations.

■ A personal obsession with quality and have a high expectation in others to produce high quality, every day.

■ Curious about cost saving opportunities within the factory.

Required Minimum Qualifications

These requirements are mandatory for entry into this function:

1. Should have an undergraduate degree, or equivalent, in food science, operations management or quality management.

2. >10 years’ experience within a high-volume / moderate-to-high-mix batch processing oriented manufacturing environment.

3. >5 years’ plant management and/or supervision experience in a high-volume / moderate-mix packaging environment with emphasis on automated and semi-automated packaging lines.

4. >5 years in a cGMP environment with FDA involvement.

5. >3 years’ plant and equipment maintenance experience.

6. >2 years’ experience planning and scheduling a high-volume / moderate-mix production environment.

7. >1 year experience working in a food processing and packaging environment as an operator.

8. >4 years’ experience working in an ERP integrated planning & scheduling environment.

9. Solid knowledge and understanding of plant safety and environmental requirements.

10. Solid HACCP working-level knowledge.

11. Solid knowledge and understanding of food safety (SQF) regulations and compliance requirements, including sanitation and cleaning processes.

12. Solid knowledge of ISO requirements & modern quality management tools.

13. Solid plant-level cost accounting management knowledge, including cost & variance analysis.


Desired Additional Qualifications

While not mandatory, the following qualifications are believed to be helpful to performing in this function:

1. An 2nd undergraduate (or graduate) degree in chemical engineering, process engineering or systems engineering.

2. >3 years’ meaningful plant engineering experience, especially with shutdown & startup experiences.

3. >2 years’ strong cost accounting experience, especially in implementations of cost accounting tools.

4. Some tangible experience implementing significant ERP systems within a manufacturing environment.

5. Have a passable competency in Spanish.

We Know The Person In This Function Is Successful If…

While many components of this function can lead to success, we will know this function is successful if the following results & outcomes are achieved:

1. ZERO lost time accidents.

2. Aggregate Plant COGP reductions annually exceed 2.5%.

3. Annual PPV for plant-controlled items is >3% favorable.

4. Annual manufacturing caused quality-related scrap, rework and returns costs are < .5% of COGP.

5. All lines efficiencies are >97% each month.

6. Plant cycle times, in aggregate, are reduced >1% each year.

7. All significant variances are understood, reported & are managed.

8. All sources of significant scrap & rework are understood & are being reduced.

9. If the manufacturing site is recognized with the company as the “site-of-choice” for new products.

Necessary Competencies & Personal Qualities

The individuals in this position should have the following personal characteristics as described by the GDI Competencies & Personal Qualities Framework Methodology (rating scale is 1-low to 7-high):

C & Q Framework ElementsCompetency or

Personal Quality?

Minimal Acceptable

Performance Level

C & Q Framework

Elements

Competency or Personal Quality?

Minimal Acceptable

Performance Level

Relevant Job Competencies Competency 6 Ambition Personal Quality 5

Critical Thinking Skills Competency 6 Enthusiasm Personal Quality 6

Communication Skills Competency 7 Team Spirit Personal Quality 5

Personal Initiative Personal Quality 6 Collegiality Personal Quality 6

Curiosity Personal Quality 6 Integrity Personal Quality 6

Imagination Personal Quality 4 Courage Personal Quality 7

Creativity Personal Quality 4 Tenacity Personal Quality 7

Decision Making Skills Competency 7 Discipline Personal Quality 6

Judgment Competency 6 Confidence Personal Quality 7


Necessary Competencies & Personal Qualities, continued

Additional Personal Characteristics:

1. Must be a demonstrable hard worker.

2. Must demonstrate proven leadership skills.

3. Must be an excellent communicator & negotiator.

4. Must enjoy being in a factory. Must enjoy being with factory people.

5. Must be detailed-oriented and capable of drawing conclusions from factual details over superficial assumptions.

6. Must be highly organized and disciplined about completing tasks within deadlines and at the quality level demand by the profession. Knows how to prioritize a complex schedule of expectations

7. Must be a person who always strives to over-deliver and never does the minimum to “just get by.”

8. A quick thinker and able to problem-solve efficiently.

9. Curious about how things are manufactured and how better processes can enhance the manufacturing enterprise. Must be curious about how things can be done better and share plans to make it happen. Should possess a personal “cost curiosity” that relentlessly focuses on cost reduction and efficiency gain throughout a manufacturing enterprise.

10. Must approach the job in a non-emotional and clinical manner.

11. Needs to have a “Can Do” and positive attitude at all times. Needs to enjoy transforming problem environments into problem-free environments.

12. Should be a long-term thinker who can easily oscillate from high-level to detail.

13. Must be open with both GOOD and BAD news. Must never hide bad news.

14. Must be methodical in calculations and double-checking of all calculations. Must have high expectations relating to transactionaccuracy.

15. Must be able to influence non-direct reports to accomplish various tasks.

16. Must be fanatical about waste elimination.

17. Must possess excellent people management abilities.

18. Must be demonstrably trustworthy, ethical and honest.


Compensation Rationale

The individual in this position will be compensated according to the company’s standard compensation plans. Key features include:

1. Base Compensation:

a. Competitive base salary*; depending on experience, education, qualifications and developmental possibilities.

b. Normal health & life insurance benefits offered to all employees. See company compensation manual for further information.

c. Holiday, vacation, sick & family-leave benefits offered to all employees, (commensurate with position and tenure).

2. Incentive Compensation:

a. This position participates in our company performance bonus plan, at a level commensurate with position and tenure.

First Year Goals

The individuals in this function will establish goals at the beginning of employment. These are only the minimum goals:

1. Gain respect and trust of the production, formulation, planning, customer service and quality management professionals and staff.

2. Gain respect and trust of the corporate staff.

3. Rebuild the plant leadership team.

4. Reduce scrap & rework costs by 50%.

5. Reduce premium (overtime) by 50%.

6. Successfully achieve >$500,000 in favorable PPV.

7. Right-size the factory staffing & shifts.

8. Achieve >98% on-time shipments.

9. Implement a robust interval-based or reliability-based preventative maintenance program in 50% of the production environments.

10. Implement behavior-driven, In-Process Inspections in all production rooms.

11. Successfully implement and use master production scheduling, capacity planning & shop floor control capabilities.

Probable Career Path From This Position

The successful person in this position should, after a reasonable period in this position, be able to be promoted vertically or moved laterally into the following career positions and roles:

1. VP of Operations (vertical)

2. COO (vertical)

Ongoing Education & Training Requirements For The

Selected Candidate

Complete this section when the Candidate is identified and hired.

The individual that has been chosen to fill this position has been evaluated and determined to need the following additional education and training:

1. To be determined when hired.

* Salary information purposely omitted in order to protect internal confidentiality. See VP of Talent Acquisition for salary information.


Specific "Unique Capabilities"The Candidate Could Bring To

This Function

Complete this section when the Candidate is identified and hired.

The individual that has been chosen to fill this position has been evaluated against this Job Description and has been determined to bring additional valuable skills, not described in the Job Description, to the position. These additional skills include:

1. To be determined when hired.

Organization Transition Plan, continued

This job description represents a new thinking for an existing position that is currently filled with a satisfactory employee. No new hires are anticipated. The title and the position duties have significantly changed. Certain tasks must be accomplished to transition from the existing position architecture to the new architecture. These tasks include:

1. Review and approve this job description, paying special attention to the sections describing performance expectations. Completethis by 3/25/2016.

2. Have the position re-rated for job classification, pay range, benefits and applicable rewards. Complete this by 4/1/2016.

3. Build a communication plan to share this new position with the current employee and other appropriate colleagues. Complete this by 5/7/2016.

4. Review the new job description with the current employee on or before 6/10/2016. Be sure to update the “First Year Goals” section and the sections:

■ “Ongoing Education and Training Requirements For The Selected Candidate”

■ “Specific ‘Unique Capabilities’ The Candidate Could Bring To This Function”

5. Send out email to entire announcing the new responsibilities for this existing position to appropriate Team Members by 6/15/2016.


Section F

GDI Information

130Interest In Our Client Doesn’t End With Talent Acquisition

We can bring numerous professional services to our manufacturing & distribution clients… all focused on making people more successful.

131GDI Consulting & Training Company

www.gdiconsult.com

GDI Consulting & Training (GDI) provides practical solutions to complex business and managerial problems in manufacturing and related industries. Our firm has successfully assisted clients around the world for more than 35 years, having performed more than 175 projects in over 110 companies in 21 countries. GDI applies specialized and common sense solutions... not overly-intellectualized approaches... to numerous types of challenging client problems in manufacturing and distribution industries, including:

■ Factory & distribution center layout & design

■ Factory & distribution information systems implementation

■ Cost management systems

■ Quality management systems design & implementations

■ Core business process re-engineering

■ Information systems data integrity & reliability improvements

■ Enterprise performance metrics & compensation systems

■ Organization design & improvement

■ Business strategy formulation

■ Complex problem solving

132GDI Talent Acquisition Practice

132

Leadership, management and technical staff requirements continually evolve, but the need for high-performing talent remains constant. Recruiting top-talent into any manufacturing or distribution company requires a rigorous methodology. It begins with a thorough understanding of the position and continues through a detailed vetting and structured evaluation process that determines each Candidate’s real abilities and real potential to succeed.

Using proven assessment and evaluation processes, GDI’s Retained Talent Acquisition Practice specializes in matching the best Candidates with each position we are engaged to fill. We have 35 years of relationships with high-performing manufacturing and distribution industry talent, giving us unparalleled capabilities to fill almost any management and technical position within these industries. Our clients value our deep industry expertise, valuable insights, rigorous Candidate evaluation methodologies and commitment to the success of both clients and Candidates.

www.gditalent.com

133GDI Supplier Assessment Practice

www.gdisupply.com

GDI’s Comprehensive Supplier Assessment Practice utilizes a structured fact-based methodology that clinically assesses the performance of your company’s significant materials Suppliers by quantifying up to 19 categories of risks that may directly impact your company’s performance.

Fact-Based, Proven & Tested Methodology

Execute in 3 Weeks With Up To 3 Trained Assessors

Execute Any Where In the World

Quantifies 19 Specific Areas of Risk

Results in Terms & Condition Mandates

Provides an Improvement Path For the Supplier

Modeled After Operational Due-Diligence From the M&A World

134GDI Owner & Investor Services Practice

Working in concert with other GDI practices, GDI’s Owner & Investor Services Practice focuses on THREE specific disciplines:

We have completed numerous projects for private equity investors, individual investors, business owners, corporations and activist shareholders.

www.gdiinvest.com

Governance

Assisting public and private manufacturing and distribution companies to establish, strengthen and reconfigure Boards of Directors and various Board committees. We also sit on Boards of Directors, always bringing strong operational and economic perspectives to the governance process.

Operational Due-Diligence

Normally working for an acquirer, we often execute comprehensive operational analyses prior and post acquisition. Many of our operational due-diligence assignments have resulted in significant changes in the acquisition scope, price and terms.

Valuation Enhancement

Helping clients to understand precisely how to increase enterprise valuation by defining specific ways to generate more cash from a company’s suite of gross assets is what we do best.

135Manufacturing Executive Institute

The Manufacturing Executive Institute (MEI) is a training and publishing organization dedicated to bringing relevant knowledge to individuals who are interested in making dramatic performance improvements in their manufacturing and distribution companies.

MEI delivers knowledge to these communities in FOUR distinct ways:

Live Training Workshops… includes several regularly scheduled and focused training series, and custom designed and scheduled training programs delivered either at MEI’s training center or at a client company’s site.

E-Learning Training Programs… includes several regularly scheduled E-Learning series and periodic special web-enabled training programs. All of these programs are produced by MEI’s state of the art E-Learning studio, “Radio MEI.”

Publications… includes books, white-papers, archived webinars & other information of interest to the manufacturing and distribution communities. Also includes access to the “MEI Bookstore” containing all of the most important manufacturing & distribution industry books for sale.

Manufacturing & Distribution Focused Research… MEI conducts and supports ongoing research to extend the body-of-knowledge in various manufacturing and distribution disciplines. These research projects result in valuable reports and presentations that are routinely shared with these communities.

With a state-of-the-art live and E-Learning training facility located in Corona, California; (the geographic center of Southern California’s manufacturing and distribution communities), MEI is uniquely positioned to provide hands-on and E-Learning training programs to all manufacturers and distributors.

To learn more about the Manufacturing Executive Institute, it's mission and additional programs, call (951) 736-2114 or visit us on the web at www.mfgexecutive.com.

136SIX LIVE Workshop Series Regularly Offered at MEI’s State-of-

the-Art Training Facility in Corona, California

Workshop Series Series Information

2nd-Saturday - "Practical Capital Series"

Numerous 1-day LIVE workshops designed to provide SPECIFIC and PRACTICAL techniques that focus participants on the mastery of management and technical skills that will lead to improved working capital results. Cost-of-Goods-Sold reductions, operating expense reductions, inventory reductions, accounts receivables collection improvements and supplier payment improvements are a few topic this training series addresses.

“Supply / Demand Management School Series”

Numerous 1-day LIVE workshops designed to provide SPECIFIC and PRACTICAL techniques that focus on how to balance supply and demand through improved forms of master production scheduling, sales forecasting and supply/demand reconciliations.

“LEAN Tools Series”Numerous 1-day LIVE workshops designed to provide hands-on training in the application of LEAN manufacturing, distribution and infrastructure improvement tools.

“Professional Governance Series”

Four seperate1-day LIVE workshops designed to provide ongoing governance related topics of interest to members of private company Boards of Directors, Owners, Senior Executives and professionals who serve Boards of Directors.

“Project & Change Management Series”

MEI and our skilled alliance partners provide a full compliment of LIVE project management training. This training is offered in several formats including fundamentals, role-playing and project simulation formats. Each single and multi-day workshop is specifically designed to provide participants with the exact knowledge needed to successfully initiate, plan, organize, control and complete projects.

“Special Series”Numerous 1-day and multi-day LIVE workshops that focus on implementation requirements within a specific manufacturing or distribution body-of-knowledge area. Many of these programs are repeated one or more times each year.

MEI can deliver any of the programs in this training series on-site, saving your company substantial participant travel expenses when groups of employees require similar training.

137EIGHT E-Learning Series Produced by “Radio MEI”

E-Learning Series Type Price Series Information

3rd Thursday –“Operations

Improvement Series”

Live, Non-Interactive

Free!Each monthly program in the "Operations Improvements" E-Learning series addresses one or more SPECIFIC issues facing OPERATIONS professionals in the manufacturing and distribution industries. Participants learn how to solve difficult operations issues and learn how to implement solutions to perplexing problems.

“Global Manufacturing Enterprise Series”


Free!

Each E-Learning program in the "Global Manufacturing Enterprise Series“ addresses one or more SPECIFIC issues facing global manufacturing companies. To provide a range of topics that are useful to all professionals working in different types of global manufacturing companies, these E-Learning sessions address specific topics in global R&D, sourcing, manufacturing, selling, distribution and customer service.

“BIG-Issues Series”Live, Non-Interactive

Free!This E-Learning series addresses the big manufacturing and distribution industry issues of the day, from “Cap & Trade” to capital investment and tax issues.

“Special Series”Live, Non-Interactive

Free!These special E-Learning training programs often include guest presenters who are recognized industry leaders. Programs cover a wide range of manufacturing and distribution topics, and are often suggested by past participants.

“Professional Governance Series”


Free!Designed for senior executives and members of Boards of Directors, these E-Learning programs address issues of importance in the C-Suite and in the Board room.

“Modem Chat Series”Live &

Interactive$99.00

These LIVE E-Learning programs are fully INTERACTIVE, allowing instructor AND participants to talk and be heard by all participants. Instructors and participants have full visual access to teaching materials as well as interactive audio among themselves. These "virtual" E-Learning programs are designed to address difficult to solve problems that manufacturing and distribution professionals face daily.

Multi-Session Interactive “Virtual Classroom

Series”

Blended Live,

Interactive & On-

Demand

Call

Our “Virtual Classroom Series" workshops are periodically scheduled E-Learning programs that cover a substantial amount of information within the target body-of- knowledge. Each "Virtual Classroom" Workshop provides instruction over multiple sessions, mixing and blending training modalities. These "Virtual Classroom" programs are designed to address large subjects that would often be presented in multi-day workshops.

“Beyond the Basics Series”

On-Demand

Call

MEI’s “Beyond the Basics Series" of fee-based and on-demand, web-enabled training programs present manufacturing industry topics that are more advanced, and in some respects, even provocative. Topics presented in this series are chosen with an expectation that the learner will share the training information with others, to drive implementation of innovation and best-practices. Simply stated, presentations in the “Beyond the Basics Series” are designed to initiate change.

For more information & to register for future programs, go to: www.mfgexecutive.com

140 North Maple Street, Suite 105Corona, California 92880-6996 USA(951) 736-1281www.gdirecruiting.com

For more information, email us at: [email protected]

This proprietary presentation has been developed & presented GDI Consulting & Training Company,copyright © GDI Consulting & Training Company (GDI), 2016. All rights reserved.

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