RU LIVIRAL BANK Mark S. Schwartz and Hazel Copp prepared this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmital without its written permission Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission reproduce materials, contact Ivey Publishing, Ivey Management Services, do Richard Ivoy School of Business, The University of Westem Ontario, London, Ontario, Canada, N6A 3K7, phone (519) 661-3208; fax (519) 661-3882, e-mail cases vay.uwo.ca Copyright 2005, Ivey Management Services Version: (A) 2009-09-15 THE CHALLENGE violation y by Mathieu Houle Poliquin in Intro to Organizational Behaviour at Laurentian University from 9/8/2021 to 12/312 Martin Smith, vice-president (VP), Regional Sales at Central Bank, had recently been let go, and the search for his replacement was taking place. As part of the recruitment process, several candidates for the position needed to be ranked, while taking into account Central Bank's recently established vision, mission and values (see Exhibit 1). I BACKGROUND The position would require managing a number of employees in a region just outside of Toronto (see Exhibit 2) Through conversations with Smith's former supervisor, Central Bank's Executive Resources established the background that led to Smith's dismissal: "Values driven" and well liked by his staff mitos Show en and values (see Exhibit 1). BACKGROUND The position would require managing a number of employees in a region just outside of Toronto (sce Exhibit 2). Through conversations with Smith's former supervisor, Central Bank's Executive Resources established the background that led to Smith's dismissal: . . . . . veronized . "Values driven" and well liked by his staff Strong community ties/profile Lowest turnover rate in segment Employee satisfaction scores in middle of pack Region in last place; results poor/growth stalled Integration of new segment incomplete Critical new processes/procedures not bought into or implemented Dismissed the previous week, decision unpopular in Region Three years away from early retirement, 30 years with Central Bank Smith's former supervisor also provided a summary of "what went wrong": Need to be liked got in the way of critical changes . 1 . le Download Print Meet Now Save to OneDrive Page 2 G Show em 9306C004 . . Thought there was a trade-off between performance and values Couldn't make the tough people calls Said he bought into sales process/disciplines but didn't enforce the process Hadn't built appropriate relationships with colleagues in other strategic business units; no previous goodwill to help smooth integration of new segment Business continually left on table due to poor teamwork between segments Would blame others (often Head Office) for lack of success Should have moved on Smith earlier, but he'd been around for so long Smith's former supervisor provided an indication of what he believed was needed: . . . Major turnaround Build new team; exit players who can't deliver Hire well; recruit people who can deliver and have required values Get buy-in into new sales processes/value of a more disciplined approach Employ a person who can build trust/relationships with other segments to grow business Hire a candidate who could ultimately prove to be a good "succession" candidate. I THE CANDIDATES Following an initial screening and interview process (see Exhibit 3) conducted by Central Bank's reduced to three. The following provides a bonal Behaviourtian U2021 to 12/31/2021 . Save to OneDrive Executive Resources, the number of final candidates had been reduced to three. The following provides a summary of each of the final candidate's profiles. Show email 1. Candidate: Charlotte Webb (Internal Candidate) Current Position: Senior Director, Customer Experience, Marketing Division (Toronto) Status: First round interview with VP, Executive Resources completed by Maro House in Intro to Organization Use tice these parameters Background Webb was the only internal candidate to be short-listed. She worked at Central Bank during summers while in university, initially as a teller, and then in the marketing division and for one year between her undergraduate and postgraduate degrees. Webb was recruited to the World Bank from the London School of Economics, and assigned to the World Bank offices in Geneva and Washington, DC, for a total of four years. A desire to return to Canada prompted her to reconnect with Central Bank. Initially hired as a senior analyst in January of 1998 by the Corporate Strategy unit, she had exposure to many of Central Bank's businesses and, while in that role, led a number of strategically critical and enterprise-wide projects. In 2001, Webb was seconded into Central Bank's Small Business Division to help implement a new go-to- market strategy she had crafted. The role was made permanent, and she was appointed general manager (GM), Small Business Sales and Operations in early 2002. In January of 2004, Webb applied for and secured her current role in the Marketing Division (see attached resume, Exhibit 4, for greater detail) People were eager to work for Webb because of the emphasis she put on personal development. Many of her "graduates" had gone on to bigger and better roles because of the challenges/exposure she provided and her willingness to hire on potential and coach/mentor for missing skills. Webb was currently viewed as one of Central Bank's highest potential level 10s. She sustained high performance ratings over the last six years and had been the recipient of numerous internal awards based on her superior contributions to the organization. While this new position would constitute Webb's first front-line role, this experience would fill an important development gap for her. At her most recent performance review, Webb requested just such an opportunity to round out her experience and wondered aloud how many more years she was destined to spend at the same level. She also voiced disappointment that Central Bank had gone outside the organization repeatedly for VP hires, overlooking talented insiders. Retaining Webb was a priority for Central Bank. Education Havergal alumni. Has undergraduate degree in Mathematics and Statistics from the University of Waterloo. Graduate of the London School of Economics. . Strengths Relative to This Role Highly intelligent, superior analytic and strategic skills Very eager to learn, had taken every opportunity to acquire new skills/perspectives Big-picture thinker, had long-term perspective Very high energy level, expected a lot of herself and others Positive, can-do attitude, engaging, gots things done Quick study, had grasped complex and diverse business equations with relative ease Superior knowledge of financial needs and delivery preferences of this segment's customers (currently leading initiative to enhance the quality of customer experience in all delivery channels) Had successfully developed strategies, objectives and sales programs for several business segments, -Poliquin in Intro to UNIVUN . . . . Highly intelligent, superior analytic and strategic skills Very eager to learn, had taken every opportunity to acquire new skills/perspectives Big-picture thinker, had long-term perspective Very high energy level, expected a lot of herself and others Positive, can-do attitude, engaging, gots things done Quick study, had grasped complex and diverse business equations with relative ease Superior knowledge of financial needs and delivery preferences of this segment's customers (currently leading initiative to enhance the quality of customer experience in all delivery channels) Had successfully developed strategies, objectives and sales programs for several business segments, key contributor to the sales measurement and tracking systems currently in use Had operationalized and executed a sales program for Small Business that resulted in aggressive growth, successfully led a roll-out of sales process across Canada Respected and well liked by her team, Employee Commitment Index (ECT) scores among highest in Bank Very principled, good examples of doing the right, rather than the expedient, thing Good influencing skills, successfully delivered initiatives across SBU lines despite competing agendas . . . For Consideration Minimal front-line interaction, had knowing" rather than doing" perspective of sales Had hired several professional staff, but never exited anyone While her roles had clearly influenced the direction of the business, most of her interactions had been with Head Office types Had led "thought" turnaround, rather than "people/business" turnaround Could personalize issues, on occasion, cared too much and got emotional . . . Thinks very quickly, question whether she could bring others (slower staff) along Suspect she will always do the right thing" but occasionally came across a bit pedantic/righteous Once raised concerns over supervisor's seemingly improper use of his expense account, matter later resolved as a "misunderstanding" Of Interest This candidate had been very active in both Central Bank's Run for the Cure and United Way efforts. Several years ago, Webb was named "Young Woman of Distinction" by the Toronto YWCA for her work with the Big Sisters' group. Albeit junior, she was a popular member of Central Bank's informal women's network Webb is the niece of a Central Bank Board member. The Director commented on "Webb's great interest in this role" when he bumped into the hiring manager at a recent social gathering . Webb was five months pregnant, and it was not clear how long a maternity leave she would require. 2. Candidate: Scott Warren Current Position: VP, Retail Bank, Toronto West & Hamilton, Regional Bank Status: Interviewed by executive search firm and VP, Executive Resources, Central Bank 2. Candidate: Scott Warren Current Position: VP, Retail Bank, Toronto West & Hamilton, Regional Bank Status: Interviewed by executive search firm and VP, Executive Resources, Central Bank Background Warren originally planned to pursue a career in the foreign service or international law but a stint with Nesbitt Burns (between his undergraduate and law degrees) sharpened his interest in financial services. Recruited to McKinsey's Montreal office after articling with a prominent Ottawa law firm. Recruited by Regional Bank (former client) two years later to work on a high-profile new venture in Australia; Warren returned to Toronto after the venture was terminated and was put on an accelerated management program. Served 12-month stints in both Audit and Risk and was then selected from bank's high-potential pool to work as executive assistant to Regional Bank's chairman. Warren moved out of the chairman's office into his first executive posting and his first line role. He had been in this post, the smallest territory nationally, since December 2001 (see Exhibit 5). Warren was chaffing against Regional Bank's long-term and disciplined approach to development and felt that he should have been moved to a bigger, more complex mandate or promoted to senior vice-president (SVP). He believed that he could move up the ladder more quickly here, given (in hirview) Central Bank's penchant for hiring externally and promoting on perceived potential rather than experience. Warren was told by Regional Bank in March that a move was imminent but this promise seemed to have been lost in the noise around the massive restructuring of Regional Bank's senior ranks. Most troubling was the fact that Warren's sponsor had been exited. Education Toronto French School Alumni; BA, Government, Harvard; LLB, Osgoode Hall Law School, York University Strengths Relative to This Role Extremely bright, versatile player, voracious learner Driven, results oriented, huge capacity for work Executed turnaround of small, but lucrative territory, moved area from last to first place in 18 months Exited 35 per cent of sales staff and redeployed additional 15 per cent more Designed hiring profile/recruitment process for sales staff now adopted by the rest of the bank Increased sales volumes by 60 per cent for the last two years, significantly exceeding profitability and cost management targets Worked closely with customer relationship management (CRM) area and Risk Management to hone prospecting skills and reduce losses Contributed to and piloted new sales training program for Regional Bank, led national initiative to "measure and manage" more effectively Key contributor to bank initiatives within his division and across the bank Moved to west end of the city to better participate in community activities . For Consideration Hinted of intellectual arrogance, a bit condescending around Regional Bank's "superiority" Difficult to get handle on what Warren personally accomplished in Australia; became vague when pressed for details, alluded to Regional Bank strategic gaffe Believe Warren cares about people but suspect he doesn't always show it Intense, could be overpowering for more reticent team members May not always give credit to others; seemed to be a one-man show on occasion Activity level on the job and elsewhere was awesome, but how much is too much? Enthusiasm engaging but candidate interrupted, wanted to speak rather than listen Warren's tenure in any position had not exceeded two years - not sure how much success candidate can claim for projects initiated before his arrival or executed after his departure, Warren's tenure in any position had not exceeded two years -- not sure how much success candidate can claim for projects initiated before his arrival or executed after his departure. Of Interest Warren was working on his MBA (Richard Ivey School of Business, University of Western Ontario) and was actively campaigning to be the next and youngest president of the National Club, which he hoped to revitalize. He was also an avid runner (finishing both the Boston and New York marathons in the middle of the pack) and longtime skier (visited his family's chalet at Mount Tremblant in Quebec as often as possible) A preliminary and very discreet reference was obtained from a former peer (now a SVP at Central Bank) of Warren's at Regional Bank. The individual confirmed Warren's long-term potential, superior results and high-potential status at Regional Bank but described him as "overly ambitious" and "political." 3. Candidate: James (Jim) Skinner Current Position: District Vice-President, First Northern Bank Status: Interviewed by executive search firm and VP, Executive Resources, Central Bank 1 Page 6 9B06C004 Background Skinner grew up in Toronto's East end where his father owned a printing business. He ran the office for his father for two years after his graduation from Ryerson University. At the suggestion of the manager, Skinner joined the local First Northern Bank branch where his family banked. He progressed through the ranks to Bank Manager (including a two-year stint in the West Indies) and was moved through increasingly senior roles in Human Resources, Commercial Bank and Risk Management, returning to retail banking as a District Vice-President in 2000 (see attached resume, Exhibit 6, for more detail). Beginning in 1996, First Northern Bank agreed to sponsor Skinner's executive MBA (EMBA) program in recognition of his strong leadership capabilities and to supplement his rather weak academic background. Skinner was in the process of moving to Calgary to a larger and more senior District VP role (with a y from 98/2021 UV Skinner grew up in Toronto's East end where his father owned a printing business. He ran the office for his father for two years after his graduation from Ryerson University. At the suggestion of the manager, Skinner joined the local First Northern Bank branch where his family banked. He progressed through the ranks to Bank Manager (including a two-year stint in the West Indies) and was moved through increasingly senior roles in Human Resources, Commercial Bank and Risk Management, returning to retail banking as a District Vice-President in 2000 (see attached resume, Exhibit 6, for more detail). Beginning in 1996, First Northern Bank agreed to sponsor Skinner's executive MBA (EMBA) program in recognition of his strong leadership capabilities and to supplement his rather weak academic background. Skinner was in the process of moving to Calgary to a larger and more senior District VP role (with a promise to re-evaluate the role for possible upgrading to SVP) when his wife became seriously ill. Skinner elected to remain in Toronto where family support and better treatment is available to his wife. His old role was backfilled quickly with a rising star, and Skinner has spent the last 10 months without portfolio, working on special assignments and getting progressively frustrated. He was open to talking to headhunters for the first time in his career. Education High School; Business Administration Diploma, Ryerson University: Fellow, Institute of Canadian Bankers; Canadian Securities Course; EMBA, University of Toronto Strengths Relative to This Role People management/motivation was a key strength Able to build trust, trusted advisor to senior management and staff alike Clearly saw the correlation between employee satisfaction and customer satisfaction Track record for turning around under-performing units Grounded in First Northern Bank way: doing . . TUUN more with lace samolovas foralfo fumaralascible . . Strengths Relative to This Role People management/motivation was a key strength Able to build trust, trusted advisor to senior management and staff alike Clearly saw the correlation between employee satisfaction and customer satisfaction Track record for turning around under-performing units Grounded in First Northern Bank way: doing more with less, employees for life, if humanly possible Didn't shoot from the hip, down to earth, honest and open Achieved results through people and teamwork Results focused, takes time to understand the variables Strong on process, cutting time and money where possible Mature, strong communicator . . . . I For Consideration While capable of meeting immediate business and "values" needs, Skinner may be a less viable succession candidate Not clear if Skinner could take necessary tough stand without usual First Northern Bank safety net for employees Whether Skinner was committed to leaving First Northern Bank was unclear, Skinner's ability to adjust to/change Central Bank's culture was also questionable Significant front-line experience, but candidate lacked analytical/strategic depth . Of Interest Skinner, a First Northern Bank lifer, was reluctant to leave but felt he needed to find a "real job" soon, He was concerned about the adverse publicity Central Bank had generated over the last few years and his perception that it "chews up and spits out executives," "eating its young," to quote Skinner During the interview (his first, in 26 years) Skinner confessed he was very nervous about starting over again at 50 and was worried about adjusting to a new corporate culture His wife required periodic visits to the Mayo Clinic and First Northern Bank had been very supportive with time off and professional support for him and his three teenagers. He wondered if Central Bank would be as helpful and compassionate 1. Your group is the hiring manager, which criteria will be most important and which ones will be least important to your hiring decision? And why? (Mention 3 important and 2 least important ones) I 2. Apply the criteria to evaluate and rank order the three final candidates? Which candidate would you hire? RU LIVIRAL BANK Mark S. Schwartz and Hazel Copp prepared this case solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. Ivey Management Services prohibits any form of reproduction, storage or transmital without its written permission Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission reproduce materials, contact Ivey Publishing, Ivey Management Services, do Richard Ivoy School of Business, The University of Westem Ontario, London, Ontario, Canada, N6A 3K7, phone (519) 661-3208; fax (519) 661-3882, e-mail cases vay.uwo.ca Copyright 2005, Ivey Management Services Version: (A) 2009-09-15 THE CHALLENGE violation y by Mathieu Houle Poliquin in Intro to Organizational Behaviour at Laurentian University from 9/8/2021 to 12/312 Martin Smith, vice-president (VP), Regional Sales at Central Bank, had recently been let go, and the search for his replacement was taking place. As part of the recruitment process, several candidates for the position needed to be ranked, while taking into account Central Bank's recently established vision, mission and values (see Exhibit 1). I BACKGROUND The position would require managing a number of employees in a region just outside of Toronto (see Exhibit 2) Through conversations with Smith's former supervisor, Central Bank's Executive Resources established the background that led to Smith's dismissal: "Values driven" and well liked by his staff mitos Show en and values (see Exhibit 1). BACKGROUND The position would require managing a number of employees in a region just outside of Toronto (sce Exhibit 2). Through conversations with Smith's former supervisor, Central Bank's Executive Resources established the background that led to Smith's dismissal: . . . . . veronized . "Values driven" and well liked by his staff Strong community ties/profile Lowest turnover rate in segment Employee satisfaction scores in middle of pack Region in last place; results poor/growth stalled Integration of new segment incomplete Critical new processes/procedures not bought into or implemented Dismissed the previous week, decision unpopular in Region Three years away from early retirement, 30 years with Central Bank Smith's former supervisor also provided a summary of "what went wrong": Need to be liked got in the way of critical changes . 1 . le Download Print Meet Now Save to OneDrive Page 2 G Show em 9306C004 . . Thought there was a trade-off between performance and values Couldn't make the tough people calls Said he bought into sales process/disciplines but didn't enforce the process Hadn't built appropriate relationships with colleagues in other strategic business units; no previous goodwill to help smooth integration of new segment Business continually left on table due to poor teamwork between segments Would blame others (often Head Office) for lack of success Should have moved on Smith earlier, but he'd been around for so long Smith's former supervisor provided an indication of what he believed was needed: . . . Major turnaround Build new team; exit players who can't deliver Hire well; recruit people who can deliver and have required values Get buy-in into new sales processes/value of a more disciplined approach Employ a person who can build trust/relationships with other segments to grow business Hire a candidate who could ultimately prove to be a good "succession" candidate. I THE CANDIDATES Following an initial screening and interview process (see Exhibit 3) conducted by Central Bank's reduced to three. The following provides a bonal Behaviourtian U2021 to 12/31/2021 . Save to OneDrive Executive Resources, the number of final candidates had been reduced to three. The following provides a summary of each of the final candidate's profiles. Show email 1. Candidate: Charlotte Webb (Internal Candidate) Current Position: Senior Director, Customer Experience, Marketing Division (Toronto) Status: First round interview with VP, Executive Resources completed by Maro House in Intro to Organization Use tice these parameters Background Webb was the only internal candidate to be short-listed. She worked at Central Bank during summers while in university, initially as a teller, and then in the marketing division and for one year between her undergraduate and postgraduate degrees. Webb was recruited to the World Bank from the London School of Economics, and assigned to the World Bank offices in Geneva and Washington, DC, for a total of four years. A desire to return to Canada prompted her to reconnect with Central Bank. Initially hired as a senior analyst in January of 1998 by the Corporate Strategy unit, she had exposure to many of Central Bank's businesses and, while in that role, led a number of strategically critical and enterprise-wide projects. In 2001, Webb was seconded into Central Bank's Small Business Division to help implement a new go-to- market strategy she had crafted. The role was made permanent, and she was appointed general manager (GM), Small Business Sales and Operations in early 2002. In January of 2004, Webb applied for and secured her current role in the Marketing Division (see attached resume, Exhibit 4, for greater detail) People were eager to work for Webb because of the emphasis she put on personal development. Many of her "graduates" had gone on to bigger and better roles because of the challenges/exposure she provided and her willingness to hire on potential and coach/mentor for missing skills. Webb was currently viewed as one of Central Bank's highest potential level 10s. She sustained high performance ratings over the last six years and had been the recipient of numerous internal awards based on her superior contributions to the organization. While this new position would constitute Webb's first front-line role, this experience would fill an important development gap for her. At her most recent performance review, Webb requested just such an opportunity to round out her experience and wondered aloud how many more years she was destined to spend at the same level. She also voiced disappointment that Central Bank had gone outside the organization repeatedly for VP hires, overlooking talented insiders. Retaining Webb was a priority for Central Bank. Education Havergal alumni. Has undergraduate degree in Mathematics and Statistics from the University of Waterloo. Graduate of the London School of Economics. . Strengths Relative to This Role Highly intelligent, superior analytic and strategic skills Very eager to learn, had taken every opportunity to acquire new skills/perspectives Big-picture thinker, had long-term perspective Very high energy level, expected a lot of herself and others Positive, can-do attitude, engaging, gots things done Quick study, had grasped complex and diverse business equations with relative ease Superior knowledge of financial needs and delivery preferences of this segment's customers (currently leading initiative to enhance the quality of customer experience in all delivery channels) Had successfully developed strategies, objectives and sales programs for several business segments, -Poliquin in Intro to UNIVUN . . . . Highly intelligent, superior analytic and strategic skills Very eager to learn, had taken every opportunity to acquire new skills/perspectives Big-picture thinker, had long-term perspective Very high energy level, expected a lot of herself and others Positive, can-do attitude, engaging, gots things done Quick study, had grasped complex and diverse business equations with relative ease Superior knowledge of financial needs and delivery preferences of this segment's customers (currently leading initiative to enhance the quality of customer experience in all delivery channels) Had successfully developed strategies, objectives and sales programs for several business segments, key contributor to the sales measurement and tracking systems currently in use Had operationalized and executed a sales program for Small Business that resulted in aggressive growth, successfully led a roll-out of sales process across Canada Respected and well liked by her team, Employee Commitment Index (ECT) scores among highest in Bank Very principled, good examples of doing the right, rather than the expedient, thing Good influencing skills, successfully delivered initiatives across SBU lines despite competing agendas . . . For Consideration Minimal front-line interaction, had knowing" rather than doing" perspective of sales Had hired several professional staff, but never exited anyone While her roles had clearly influenced the direction of the business, most of her interactions had been with Head Office types Had led "thought" turnaround, rather than "people/business" turnaround Could personalize issues, on occasion, cared too much and got emotional . . . Thinks very quickly, question whether she could bring others (slower staff) along Suspect she will always do the right thing" but occasionally came across a bit pedantic/righteous Once raised concerns over supervisor's seemingly improper use of his expense account, matter later resolved as a "misunderstanding" Of Interest This candidate had been very active in both Central Bank's Run for the Cure and United Way efforts. Several years ago, Webb was named "Young Woman of Distinction" by the Toronto YWCA for her work with the Big Sisters' group. Albeit junior, she was a popular member of Central Bank's informal women's network Webb is the niece of a Central Bank Board member. The Director commented on "Webb's great interest in this role" when he bumped into the hiring manager at a recent social gathering . Webb was five months pregnant, and it was not clear how long a maternity leave she would require. 2. Candidate: Scott Warren Current Position: VP, Retail Bank, Toronto West & Hamilton, Regional Bank Status: Interviewed by executive search firm and VP, Executive Resources, Central Bank 2. Candidate: Scott Warren Current Position: VP, Retail Bank, Toronto West & Hamilton, Regional Bank Status: Interviewed by executive search firm and VP, Executive Resources, Central Bank Background Warren originally planned to pursue a career in the foreign service or international law but a stint with Nesbitt Burns (between his undergraduate and law degrees) sharpened his interest in financial services. Recruited to McKinsey's Montreal office after articling with a prominent Ottawa law firm. Recruited by Regional Bank (former client) two years later to work on a high-profile new venture in Australia; Warren returned to Toronto after the venture was terminated and was put on an accelerated management program. Served 12-month stints in both Audit and Risk and was then selected from bank's high-potential pool to work as executive assistant to Regional Bank's chairman. Warren moved out of the chairman's office into his first executive posting and his first line role. He had been in this post, the smallest territory nationally, since December 2001 (see Exhibit 5). Warren was chaffing against Regional Bank's long-term and disciplined approach to development and felt that he should have been moved to a bigger, more complex mandate or promoted to senior vice-president (SVP). He believed that he could move up the ladder more quickly here, given (in hirview) Central Bank's penchant for hiring externally and promoting on perceived potential rather than experience. Warren was told by Regional Bank in March that a move was imminent but this promise seemed to have been lost in the noise around the massive restructuring of Regional Bank's senior ranks. Most troubling was the fact that Warren's sponsor had been exited. Education Toronto French School Alumni; BA, Government, Harvard; LLB, Osgoode Hall Law School, York University Strengths Relative to This Role Extremely bright, versatile player, voracious learner Driven, results oriented, huge capacity for work Executed turnaround of small, but lucrative territory, moved area from last to first place in 18 months Exited 35 per cent of sales staff and redeployed additional 15 per cent more Designed hiring profile/recruitment process for sales staff now adopted by the rest of the bank Increased sales volumes by 60 per cent for the last two years, significantly exceeding profitability and cost management targets Worked closely with customer relationship management (CRM) area and Risk Management to hone prospecting skills and reduce losses Contributed to and piloted new sales training program for Regional Bank, led national initiative to "measure and manage" more effectively Key contributor to bank initiatives within his division and across the bank Moved to west end of the city to better participate in community activities . For Consideration Hinted of intellectual arrogance, a bit condescending around Regional Bank's "superiority" Difficult to get handle on what Warren personally accomplished in Australia; became vague when pressed for details, alluded to Regional Bank strategic gaffe Believe Warren cares about people but suspect he doesn't always show it Intense, could be overpowering for more reticent team members May not always give credit to others; seemed to be a one-man show on occasion Activity level on the job and elsewhere was awesome, but how much is too much? Enthusiasm engaging but candidate interrupted, wanted to speak rather than listen Warren's tenure in any position had not exceeded two years - not sure how much success candidate can claim for projects initiated before his arrival or executed after his departure, Warren's tenure in any position had not exceeded two years -- not sure how much success candidate can claim for projects initiated before his arrival or executed after his departure. Of Interest Warren was working on his MBA (Richard Ivey School of Business, University of Western Ontario) and was actively campaigning to be the next and youngest president of the National Club, which he hoped to revitalize. He was also an avid runner (finishing both the Boston and New York marathons in the middle of the pack) and longtime skier (visited his family's chalet at Mount Tremblant in Quebec as often as possible) A preliminary and very discreet reference was obtained from a former peer (now a SVP at Central Bank) of Warren's at Regional Bank. The individual confirmed Warren's long-term potential, superior results and high-potential status at Regional Bank but described him as "overly ambitious" and "political." 3. Candidate: James (Jim) Skinner Current Position: District Vice-President, First Northern Bank Status: Interviewed by executive search firm and VP, Executive Resources, Central Bank 1 Page 6 9B06C004 Background Skinner grew up in Toronto's East end where his father owned a printing business. He ran the office for his father for two years after his graduation from Ryerson University. At the suggestion of the manager, Skinner joined the local First Northern Bank branch where his family banked. He progressed through the ranks to Bank Manager (including a two-year stint in the West Indies) and was moved through increasingly senior roles in Human Resources, Commercial Bank and Risk Management, returning to retail banking as a District Vice-President in 2000 (see attached resume, Exhibit 6, for more detail). Beginning in 1996, First Northern Bank agreed to sponsor Skinner's executive MBA (EMBA) program in recognition of his strong leadership capabilities and to supplement his rather weak academic background. Skinner was in the process of moving to Calgary to a larger and more senior District VP role (with a y from 98/2021 UV Skinner grew up in Toronto's East end where his father owned a printing business. He ran the office for his father for two years after his graduation from Ryerson University. At the suggestion of the manager, Skinner joined the local First Northern Bank branch where his family banked. He progressed through the ranks to Bank Manager (including a two-year stint in the West Indies) and was moved through increasingly senior roles in Human Resources, Commercial Bank and Risk Management, returning to retail banking as a District Vice-President in 2000 (see attached resume, Exhibit 6, for more detail). Beginning in 1996, First Northern Bank agreed to sponsor Skinner's executive MBA (EMBA) program in recognition of his strong leadership capabilities and to supplement his rather weak academic background. Skinner was in the process of moving to Calgary to a larger and more senior District VP role (with a promise to re-evaluate the role for possible upgrading to SVP) when his wife became seriously ill. Skinner elected to remain in Toronto where family support and better treatment is available to his wife. His old role was backfilled quickly with a rising star, and Skinner has spent the last 10 months without portfolio, working on special assignments and getting progressively frustrated. He was open to talking to headhunters for the first time in his career. Education High School; Business Administration Diploma, Ryerson University: Fellow, Institute of Canadian Bankers; Canadian Securities Course; EMBA, University of Toronto Strengths Relative to This Role People management/motivation was a key strength Able to build trust, trusted advisor to senior management and staff alike Clearly saw the correlation between employee satisfaction and customer satisfaction Track record for turning around under-performing units Grounded in First Northern Bank way: doing . . TUUN more with lace samolovas foralfo fumaralascible . . Strengths Relative to This Role People management/motivation was a key strength Able to build trust, trusted advisor to senior management and staff alike Clearly saw the correlation between employee satisfaction and customer satisfaction Track record for turning around under-performing units Grounded in First Northern Bank way: doing more with less, employees for life, if humanly possible Didn't shoot from the hip, down to earth, honest and open Achieved results through people and teamwork Results focused, takes time to understand the variables Strong on process, cutting time and money where possible Mature, strong communicator . . . . I For Consideration While capable of meeting immediate business and "values" needs, Skinner may be a less viable succession candidate Not clear if Skinner could take necessary tough stand without usual First Northern Bank safety net for employees Whether Skinner was committed to leaving First Northern Bank was unclear, Skinner's ability to adjust to/change Central Bank's culture was also questionable Significant front-line experience, but candidate lacked analytical/strategic depth . Of Interest Skinner, a First Northern Bank lifer, was reluctant to leave but felt he needed to find a "real job" soon, He was concerned about the adverse publicity Central Bank had generated over the last few years and his perception that it "chews up and spits out executives," "eating its young," to quote Skinner During the interview (his first, in 26 years) Skinner confessed he was very nervous about starting over again at 50 and was worried about adjusting to a new corporate culture His wife required periodic visits to the Mayo Clinic and First Northern Bank had been very supportive with time off and professional support for him and his three teenagers. He wondered if Central Bank would be as helpful and compassionate 1. Your group is the hiring manager, which criteria will be most important and which ones will be least important to your hiring decision? And why? (Mention 3 important and 2 least important ones) I 2. Apply the criteria to evaluate and rank order the three final candidates? Which candidate would you hire