Managing internal and external Executive Assessment at a leading train operator

Leadership recruitment process creating career-enhancing opportunities

Our client, a leading train operator, was seeking to appoint a new Managing Director for a key division. The role was publicly advertised, creating a competitive environment.

The interim Managing Director, who had been temporarily appointed from another division within the company, expressed a strong interest in the permanent position. Additionally, three other internal candidates applied, presenting a complex challenge: how to fairly evaluate all candidates, while managing potential conflict and bias within the internal processes.

As with all of our searches, we approached the situation with fairness and a thorough evaluation. Our process began by interviewing the interim Managing Director and the three internal candidates, providing each with equal opportunity to present themselves for the role.

Despite the fact that the three internal candidates did not meet all the necessary capabilities, we recognised the importance of their professional development. We recommended that they participate in our Executive Assessment programme, which offered valuable career-enhancing feedback and developmental insights. This demonstrated our client’s commitment to the professional growth of their existing talent and led to a positive and constructive experience. Simultaneously, we assessed two external candidates through the same Executive Assessment process. This approach ensured that all candidates — internal or external — were evaluated against consistent criteria, enabling a fair comparison of their qualifications and suitability for the role.

Our comprehensive approach resulted in a successful recruitment process. Our expert guidance enabled our client to make an informed, impartial decision, and appoint the most suitable candidate for the Managing Director role.

By evaluating all candidates using the same rigorous criteria, we ensured that the selection was based on merit and alignment with the role’s requirements. In addition, the unsuccessful internal candidates received meaningful developmental feedback, reinforcing their sense value to the organisation.

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