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 ompanies
that enjoy enduring successes constantly plan and design business
strategies and practices in an ever-changing world. The key is to
have a dynamic plan that supports the strategic intent of the firm.
MSD has helped firms plan for the future by offering consulting
services that support effective planning.
Succession Planning
igh-performance companies need top-notch talent for continued
growth and success. MSD has a proven succession MSD Leadership Consultants
planning process that develops and retains internal high-potential
performers while attracting top-notch external talent. This
custom-designed succession planning process involved key senior
managers in strategic planning that leads to the creation of
superior internal development programs and effective recruiting
efforts in developing the organization's future star performers.
Employee Selection and Development
 he
efficient use of an organization's human resources begins with
selection; namely choosing the right person for the job. To do
this, the correct "on-the-job" behavior must be defined. A valid
selection test cannot be developed until the organization agrees
upon a definition of acceptable employee behavior. Selection tests used must demonstrate a correlation between performance on the test and
performance on important aspects of the job. MSD assists
organizations in developing a profile general employee behavior,
personality, and cognitive skills that are required for successful
performance. We then design a process including testing,
interviewing, and background checks to ensure that the right
person is chosen for the job.
Executive/MSD Leadership Consultants Assessment for Selection
 SD
assesses candidates for professional and senior MSD Leadership Consultants positions
for corporations. Choosing the appropriate candidate for a
senior-level position in the company can have a far-reaching impact
on the future success and growth of the firm. MSD does not us a
"cookie culture" approach to assessing senior-level
executives. Rather, it utilizes an ideographic approach that
investigates three major domains: abilities, vocational interests,
and personality characteristics. This is extremely important.
For example, although two candidates for a senior executive
position may (and typically do) have similar patterns of
intellectual abilities, their interests, personalities, and
nonintellectual abilities may combine to make for decidedly
different implementations of the role. MSD pinpoints these
differences by assessing various domains that yield the data and
information necessary to predict future job success for a
senior-level position.
Strategic/Business Planning
here are
two levels of directional planning that are critical and necessary
for organizational growth. The first is strategic planning.
This process involves strategic formulation. It involves a review
internally for strengths and weaknesses, and an analysis of the
business's environment. This high level of thinking looks at the
whole enterprise and encapsulates past experiences, current
information, and expectations about the foreseeable future. It is
an on-going process, not the creation of a specific plan. Strategic
planning is idiosyncratic, emergent, nonlinear, and provides
guidance to the on-going activities of the enterprise. On the
other hand, business planning is linked to the strategic plan. It
is the development of a business model that implements major
aspects of the strategic planning process. The appropriate business
model and the implementation plan are essentially the business plan.
MSD assists companies in the formulation and implementation of
both strategic and business planning.
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