Diversity Series

Case Study
A Woman Leader - In A Male Dominated Industry
This case study aims to share the recommended search and selection process and methodologies,
assessment of leaders and engagement with the prospect candidates and the search firm, in order to
hire leaders for mission-critical or key impacting roles. The process and methodologies have helped us
to identify the most capable leaders. In this case, a woman leader. A woman leader in a maledominated industry. Attracting them takes a different level of engagement, altogether.

The Perspective
Our client, an international oil & gas contractor, decided to build a strong global audit
function. With remarkable aggressive growth in the last 10 years, like all other players,
they were not just facing the shocks from the spiralling oil prices, but they were appalled
at issues in project and operations, that affected bottom-line. Our experience working
with the top management team placing leaders at top and senior management levels,
gave us a thorough understanding of the company's vision, management styles,
business operations, and most importantly, the entrepreneur-driven culture and
environment.

The Brief
We needed to search and select a Global Head of Audit, who has
15 years of audit experience in offshore companies and with initial
exposure in a Big 4. The candidates must have experience in
setting up audit functions, building and driving an audit team, and
implementing audits in projects and operations. The client is keen to
hire a Malaysian for this global role.
The hiring team comprised of the CEO, Chief HR Officer and
Chairman of the Audit Committee. As it was a mission-critical role,
the search was also done by the management in parallel to our firm.

The Outcome
We presented a shortlist of 5 candidates, from a long list of 77 candidates from oil & gas companies, organisations with
complex operating structures, multiple operations and nationalities.
The client interviewed the 5 shortlisted candidates and few of their own. The client hired the candidate shortlisted by
CnetG who had extensive experience in a Big 4, with strengths in risk management and audit. The incumbent's past
successes were backed up with internal promotions and a posting in the United Kingdom in her previous employments.
In her last career, she worked in a large public-listed conglomerate reporting to an all male senior leadership team.
While the hiring team needed the incumbent to have more extensive operational audit experience, they saw in the
incumbent the following strong traits that are necessary for the success of the role:
Strong audit framework experience
Leadership - "take charge", non-authoritarian and balanced with authenticity
The strategy foresight and ability to translate into action
Intellectual capability to interact with wide-variety of stakeholders
Ability to bring the best people together to execute actions
Learning agility
The Hiring Team decided that the "extensive operational audit experience" can be provided to the candidate, by hiring
one or two auditors to support. This decision was made after being sufficiently informed by the consultant on the lack of
candidates who possessed both financial and operational audit in the oil & gas sector.

The Process
Our client was committed from the beginning. The Chief Financial
Officer and Chief HR Officer met the consultant to discuss the JD. The
consultant tested the job brief and evaluated each task description and
requirement. He offered diverse opinion and perspective, and shared
insights and alternatives.

The search was successful due to

a well-planned systematic
process and methodologies in
assessment and engagement

It was important that both parties hold each other accountable in the
process. Once the search began, a weekly report and spontaneous phone discussions took place. The consultant
ensures that the client is briefed about each candidate before the interview. After each interview, a debriefing follows
and during this, the consultant will gather the client's feedback on the advantageous and disadvantageous features of
each candidate. It is important that the consultant is able to dispel any "unconscious bias", stereotyping or assumptions
made by the client on a woman candidate. Our client has always been open to genders, and this was not an issue.
The consultant also fed the client with value-adding information such as the audit make-up in competitors'
organisations, industry and talent insights. This allows clients to calibrate the requirements after evaluation of each, if
necessary. Sometimes this is done to fit to the profile of the best candidate.
Our assessment methodology covered competencies, personality traits, what drives the candidate and ensure
experiences aligned to the role. We finally provide clients with a detailed report on each candidate based on interview
notes. We also helped through further referencing and assessments, should the client be uncertain about certain traits
or capabilities.

Candidate Engagement
There is a difference in the way the respective genders respond to a call for
career transition. It is important for the consultant to understand the key
considerations both genders make, how they decide and what matters to
them most. While men are candid and respond positively after listening and
querying on fundamental areas of the position, women candidates tend
respond with caution. Women tend to investigate the role more carefully. As
they have a strong self-aware, they also rely on a trusting relationship with
the consultant. Women candidates assess the consultant and work with
someone they can trust their career decisions with. Women candidates
evaluate, investigate and calibrate, by speaking with their spouse, friends
and family. They take into consideration family commitment and relationship
with spouse once they know what the role demands of them. Early
engagement with high potential women leaders will make attraction more
effective. While they may not carry the typical masculine image, they should
not misunderstood. The many women leaders we have placed and also
worked with, carry a calm demeanour, an unassuming figure and very collected. However, when the situation requires,
they are assertive and show strong will and drive, to get things done. Their nurturing and collaborative approach
resolves issues or helps in negotiations. Women leaders also are more cautious about overstating their capabilities, or

Conclusion
For mission-critical roles, leaders of the organisation should spend enough time with the consultant or HR, with clear
requirements and acceptable timeline for hiring. They should constantly touch-base and the Hiring Managers should
be sufficiently educated on any insights or findings. Finally, knowing how to engage and assess the different genders
helps you to not miss-out on great potential leaders.

Note: Permission from the client has been obtained for this case study. Names of individuals have been deliberately
left out. We convey our gratitude to our client for allowing us this experience and the opportunity to share with others.

P. Raj Kumar
Partner
CnetG Asia
Partner Firm of
IRC Global Executive Search Partners