208 Human Resources Management for Public and Nonprofi t Organizations
the strategic challenges facing the organization, where it is, and where it
is going (Albert, 2000; Axelrod, 2002; Gilmore, 1993; Stene, 1980). For
example, a county health department in fi scal distress might look for an
executive with strong fi nancial management skills, or a nonprofi t agency
having to contend with declining donations due to a former director ’ s
scandalous behavior might need to recruit someone known to have integ-
rity and who also possesses successful fundraising experience.
The recruitment and selection process for executive and managerial
positions is more complex than for other positions because it is diffi cult to
describe the components of effective job behavior. Taxonomies commonly
used to describe executive effectiveness include good planning, organi-
zation, communication, leadership, and decision - making skills, as well as
industry technical knowledge and management techniques. Competencies
more specifi c to the public sector could include skill in fi scal management
and budgeting, council communication, citizen relations, media relations,
intergovernmental relations, program development, and the execution of
policies and programs (International City/County Management Associa-
tion, 2001; Wheeland, 1994).
Herman and Heimovics (1989) identifi ed twelve other categories of
competencies needed to deal with critical events in nonprofi t organiza-
tions: developing new programs, recognizing program decline, collaborat-
ing, managing mergers, fundraising, lobbying, relating with government
offi cials, responding to personnel actions, developing human resources,
leading accreditation efforts, reorganizing, and interacting with the board.
Profi ciency in one competency does not necessarily mean profi ciency in
the others. An individual may have excellent communication skills but
lack technical knowledge. Someone may have wonderful fi scal manage-
ment skills but lack the skills necessary for effective council or board rela-
tions. The likelihood of a successful recruitment and the selection of a
chief executive is increased when the board of directors and incumbent
executive work together to create the conditions for a successful leadership
transition (Axelrod, 2002).
Because of the vast array of skills needed for executive positions,
organizations should use a combination of selection methods. Some of
the screening techniques commonly used for executive and managerial
selection are in - baskets, leaderless group discussion, assessment centers,
performance tests, and structured oral exams. As part of the screen-
ing process, prospective city managers and nonprofit executives often
meet various stakeholders in addition to board or council members. For