Executive Search

The best candidate for the right position. Apart from the candidate's expertise and skills, we take into account the company's organisational culture and development plans. We do our best to understand the mission and vision of the company. We take note of the relationships within the company. We look at the company as a system.

Executive coaching and team coaching

These two are closely linked with the search for candidates and, subsequently, with helping them along the induction process, ensuring that they make a good cultural fit or engaging them in the task of implementing the desired changes in the organizational culture. We also assist the incumbents in building their personal marketing in the company and we support top executives in building Personal Branding
Marketing strategy of investing in reputation building and increasing your job market value with the assistance of image specialists. Personal branding is particularly widespread in the Anglo-Saxon tradition of business and image building (managing a person as a brand). The strategy of personal branding is used by public figures – politicians, journalists, actors, athletes, scientists, and managers.

Career coaching

Career coaching is a service targeted both at the company (supporting the process of "succession planning" and employer branding) and at individuals who wish to customize their CVs and presence in the social media - Linkedin and Facebook - to make them more attractive for talent seekers. Career Coaching helps companies in employee development.

Competence audit of the entire organization, competence gaps

The audit carried out among employees aims to develop the team's competency capital. This involves observation of the employees selected by the Client, which becomes the basis for a report with the description and analysis of the pre-defined competencies. In this way, we determine each employee's competency profile and define both their strengths and areas for development.
Consequently, our audits lead to practical implementation of desired solutions, aimed at developing observed employee competencies by eliminating competence gaps (i.e. the difference between current and desired competency levels). We have the capacity to conduct Assessment and Development Centres.

Strategic Planning

Often companies (even those with a long market experience) focus on “firefighting” and do not have time to reflect on the long-term vision. Not all managers are able to see it. Defining a vision of the company's operations is the starting point for developing its strategic plans. The vision is a condensed scenario, a picture of the future of the company that should include the following elements: - a description of the perceived environment of the company's operations, in particular the ongoing social changes that lead to discarding old ideas and creating new ones
- a definition of the domain of activity detailing the potential market areas that the company intends to serve (explore)
- a description of the characteristic (permanently distinctive) competencies that are currently present in the company or can be developed in the future
- an explanation of the likely route that the company needs to take from its current position to the destination it hopes to reach thanks
mato a constant development of differentiating competencies.

Shadowing consulting, shadowing coachingu

Shadowing. A real key to opening teams and individual employees. The key to increasing performance in the company. How does it work?

  • During an executive or managerial meeting, we take notes not taking part in the discussion.
  • Based on our notes we prepare a report describing what we saw during the meeting.
    We indicate what may have influenced lack of good communication or effectiveness of the meeting.
  • Then we discuss what could be changed or improved.

  • Assessment/Development Centre

    Assessment centre (AC)) /Development centre(DC) is a process that allows you to collect information about the knowledge, skills and attitudes of the participants in standardized conditions.

    It is a multi-dimensional method, the objectivity of which is influenced by the following factors: the variety of criteria (evaluation of the full range of behavioural competencies), the variety of tools (during AC/DC sessions participants take part in a number of activities, exercises, and simulations), multiple ratings (each competency is observed and evaluated in a number of different tasks), and multiple observers (each participant is observed by several experienced and trained assessors at the same time).

    This is the most effective method to predict accurately if the candidate matches the requirements of the future job.

    The introduction of a coaching culture in the organization - increasing company performance

    We need to see people in terms of their future potential rather than past accomplishments.
    Employees' productivity is a reflection of what their employers think about them.
    You should ask yourself the following questions:

    What external and internal barriers prevent you from unleashing the potential?:

    - External
    Restrictive policies and actions on the part of the company
    Lack of support and opportunities
    Management style

    - Internal
    Fear of failure
    Lack of self-confidence
    Lack of faith in your own abilities

    The coaching style of management/coaching culture results in the correct execution of tasks
    250 days a year, development of people over 250 days a year, and increased self-confidence.

    What cultural change?

    - Performance-driven cultural change
    - Performance coaching is a way to change the organizational culture and achieve optimum results.
    - Requires fundamental changes in attitude, management practice and the organizational structure
    - Coaching gives meaning to clichés ("People are our greatest resource", "We have to empower
    employees", "unlocking the hidden potential")

    New Style

    - The hierarchy gives way to supporting
    - Blaming is replaced by sound assessment
    - External motivators are replaced by self-motivation
    - Teams get out of their comfort zone – no fear of changes
    - Satisfaction superior transforms into a desire - customer satisfaction
    - Confidentiality and censorship replaced by openness and honesty
    - Pressure at work turns into a challenging job
    - Short-term preventive measures give way to long-term strategic thinking
    - There is choice and, subsequently, responsibility
    - A choice means freedom and awareness
    - Awareness brings about skills

    Conditions for carrying out the project:

    - Coaching is a need and has not been "prescribed"
    - The client is ready to change
    - The sponsor ready to support the client
    - The client has the willingness to focus on their own development
    - The organization is ready to support the changes
    - Clearly defined goals (SMART)
    - Established and accepted measures of success
    - Properly recruited coaches

    +50 / +60

    The concept of "old age" is very relative. Old age is a mental thing and not the matter of when you were born. We all know people who are thirty and seem mentally "old", and those who are fifty or sixty and who are mentally young. Experience plus knowledge plus creativity = success. We observe that mature persons find it easier to switch between business sectors and lead projects, e.g. a pharmaceutical project, even though they originally worked in a completely different sector. Mature persons are able to utilise their resources, skills, experiences and use them practically everywhere.

    Outplacement

    Outplacement – a programme of professional activation for employees made redundant by the employer, i.e. for employees who are in the process of employment termination or who are facing dismissal.

    Onboarding

    Onboarding - "anchoring" new employees in the workplace by:
    Individual coaching
    Facilitation of meetings at different levels
    Getting constructive feedback from their managers and subordinates.

    Objectives of onboarding: faster entry into the role, adjusting expectations, quick and efficient start
    Contact

    Katarzyna Niezgoda
    katarzyna.niezgoda@towerexecutive.pl
    office@towerexecutive.pl
    Mobile: 501 003 900
    Office: +48 22 1210733
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