ADDITIONAL SERVICES OFFERED BY KGI

DUE DILIGENCE BACKGROUND AND REFERENCE CONFIRMATION
MANAGEMENT AUDITS - ATTITUDE ASSESSMENT

"We are what we repeatedly do.  Excellence, then is not an act, but a habit."  Aristotle 

It's a sad fact, but a person applying for a $10,000 bank credit card is usually scrutinized far more thoroughly than is a $150,000 per year executive who controls millions of dollars.  This is because: 

1. Few executives are trained to look with an independent eye at the quality of personnel.              
 2. Even fewer are prepared to dig deeply enough into the personal backgrounds of the key executives to uncover what could be critical factors that might affect management performance.  
 3. Hiring a management team or investing in a company both require formation of a good  working relationship in order to succeed.  The inclination to WANT the relationship to work, and the possibility of tension created by proper thorough background checks virtually dictate that due diligence will be incomplete unless conducted by an independent party. 

Due diligence consists of two activities: referencing and background confirmation when necessary. 

1. REFERENCING
From 8 to 12 people are interviewed to thoroughly reference a top-executive.
2. BACKGROUND CONFIRMATION
Research has shown that from 30 to 50 percent of the resumes received by a company will contain misrepresentations with regard to educational degree, prior compensation and other salient details.

Properly conducted, a thorough background confirmation will include information from:

• The Department of Motor Vehicles
  
• Educational institutions (degree verification)
  
• Consumer credit rating companies
  
• Criminal court records
  
• Civil litigation records
  
• W-2 salary information

Of course, all reference, background and personal checks must be conducted with the person's consent.  Due Diligence services are offered as part of every KGI executive search.  We also perform Due Diligence as a separate consulting assignment.

MANAGEMENT AUDITS - ATTITUDE ASSESSMENT 

"There can be no communication if it is conceived as going from the "I" to the "thou". Commmunication works only from one member of us to another."  Peter F. Drucker - Management 

Hiring top-performing executives, managers and professionals is only the first step toward exceptional corporate performance.  The company must make sure it retains those top performers, then identify and remove the roadblocks to their maximum efficiency, satisfaction and spirit of teamwork.  
 In addition, it is vital for upper management to assess the strengths and weaknesses of its executive team in order to keep performance at its peak. 

The KGI Management Audit will uncover the roadblocks preventing the executive team's most effective performance, and will uncover potential problems which may hinder the recruitment of future team members or the retention of members of the current team. 

At the very least, the KGI Management Audit will confirm that top executives have a realistic grip on the strengths, weaknesses and roadblocks in their company. 

In most cases, the Audit will reveal unseen and sometimes startling information which will enable the company to avoid critical mistakes and solve crucial problems before they turn into crises.  The survey can also be used as a positive form of crisis intervention. 

KGI has spent 30 years developing a Management Audit methodology designed to remove as much of the tension from the process as possible; and, thereby guarantee the most reliable, complete assessments possible. 

The Krakower Group Management Audit: 

1. An independent Management Audit is vital.  Even the best-intentioned executives cannot produce the extreme degree of detachment necessary for the process to succeed.   In addition, organizational and corporate political factors frequently prevent top management from receiving the best flow of information needed to identify roadblocks that may be hindering company performance. 

2. All interviews must remain anonymous. 

3. From six to fifty interviews are conducted depending on the size of the company. 

4. The interviews are always conducted off campus or away from the work-place. 

5. We ask six to ten questions during each interview, which generally takes two to three hours.  However, as every experienced interviewer knows, how you establish rapport and credibility, how you ask a question, how you probe for more detail, how you detect subtle hints of hesitation or stress, determine the validity of the information gathered. 

 Our experience has proven that mutually developed key questions - asked in the proper manner - will elicit responses that will uncover all key organizational problems, strengths, weaknesses, roadblocks and will also provide a wide variety of approaches to solving those problems and making the organization stronger. 

6. The interview is also conducted with upper management. 

7. After analysis, we meet with the CEO and then the executive team for a personal review of the data/responses and our analysis.  These meetings last up to eight hours spread over one or more sessions. 

8. The information gathered in a Management Audit is, of course, useless if not acted upon.  KGI, in concert with company executives, will prepare an action plan designed to address the issues raised in the Survey. 

We recommend a Management Audit on a yearly basis to provide for a periodic assessment on management's progress and to define the issues facing it. 
 

 

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