The project: Vice Dean for Teaching & Learning, Faculty of Biology, Medicine and Health (2024)
The brief previously, the University of Manchester retrained Veredus to assist with the recruitment of a new Vice Dean for Teaching & Learning for the Faculty of Biology, Medicine and Health. Reporting to the Faculty Vice President, the postholder will lead the development and delivery of the Faculty’s strategy for Teaching, Learning and Students, ensuring that pedagogical research, innovation and applied practice is recognised in pursuit of an outstanding student learning experience. Veredus were briefed by several senior stakeholders including the Faculty Vice President and Vice-President for Teaching, Learning and Students. We also worked with HR to scope out the process, agree the timeline, key milestones and deliverables, and reporting arrangements. We created the candidate brochure for the post, led the advertising campaign and managed responses. The process We undertook an in-depth analysis of the global HE market, targeting high-performing, research-intensive universities in the UK, Canada, Australia and New Zealand (we did not target other countries as their health systems were deemed too different from the UK). We identified and contacted over 230 individuals as sources and targets. Our approach involved personalised communication that highlights the unique benefits and opportunities of the position, ensuring it resonated with their career goals and reflected positively on the university. EDI was central to our approach, and we designed a recruitment strategy that was inclusive, unbiased and proactive in engaging the broadest possible field of suitable candidates. We engaged with a range of diversity focused networks to identify suitable candidates such as Association for Women in Science, Cambridge Association for Women in Science and Engineering, Diversity Works, BMA’s Women in Academic Medicine Group, Women in Science, the Black Women in Science Network, the Group on Women in Medicine and Science. We provided Manchester with weekly updates on the executive search progress outlining who was engaged, market feedback and any issues, and diversity make-up of the candidate field. As a result of our activities, we elicited 20 applications, which we assessed against the role criteria. We presented the longlist to the client selection panel, and seven candidates were progressed to interview with Veredus. We conducted rigorous, structured, competency-based interviews, producing detailed appraisal reports which outlined candidates’ motivation, strengths and areas to consider, relevant housekeeping factors and any risks. We met with the panel to present the shortlist and agree on the next steps. As a result, four candidates were shortlisted. We provided comprehensive feedback to all candidates that were not progressed and held detailed de-briefings with the shortlisted candidates including feedback from preliminary interviews and panel’s feedback to help them prepare for the final interview. We also conducted due diligence on shortlisted candidates which included an internet trawl, media and social media activity checks. The results The final selection process included a tour of the university, stakeholder panel interviews and the selection panel interviews. Veredus assisted the University with making all the arrangements, communicating these to the candidates. Following the final selection process, two appointable candidates were identified, and the preferred candidate accepted the offer. Veredus took references for the successful candidate enabling the University to confirm her in post. Veredus provided feedback to all candidates, ensuring they had a positive experience of the recruitment process. All external shortlisted candidates applied as a result of our direct approach and included 3 female candidates, one of whom was successful.
Lead Non-Executive Board Member (NEBM)/Chair
Client: The Crown Prosecution Service (CPS) is the principal public agency for conducting criminal prosecutions in England and Wales, with circa 7,000 employees across 14 main sites. The CPS is responsible for reviewing evidence from police, deciding whether to prosecute, and presenting cases in court. The CPS operates independently to ensure fair and impartial application of the law. Role: Lead Non-Executive Board Member (NEBM)/Chair Client brief: The CPS sought to appoint a high calibre individual to serve as Lead NEBM/Chair of an organisation that sits at the heart of the Criminal Justice System. The role required an individual capable of chairing a high-profile board and providing support and advice to the Director of Public Prosecutions on non-legal casework decisions and operational business delivery matters. The Lead NEBM/Chair would need to possess a deep understanding of public sector governance, with the nuanced ability to strike the balance between independence with accountability. The process: Veredus took detailed briefings from CPS stakeholders, including the Director of Public Prosecutions, and members of the board and senior leadership team. We conducted a forensic market mapping exercise, exploring the boards of relevant public and private sectors organisations, with an eye to individuals capable of contributing effectively as Lead NEBM/Chair, as well as the achievement of a diverse, highly credible field. We approached over 180 individuals, which resulted in 38 applications. We collected Diversity Monitoring Data, and requested all candidates self-disclose any potential conflicts of interest at the point of application to mitigate the risk of misalignment as the process moved forward. Following the longlist meeting, eight individuals were selected for progression to preliminary interview with the Veredus Team. Preliminary interviews explored the extent to which candidates met the criteria, how they might add value as the Lead NEBM/Chair, and wider matters including conflicts of interest. The four shortlisted candidates were invited to attend informal one-to-one sessions with CPS stakeholders. Veredus undertook referencing and due diligence on shortlisted candidates. The results: The search concluded with the appointment of a highly experienced Chair, who brought a blend of relevant experience, including exposure to the Criminal Justice System, and a track record of effectively chairing a large, complex public body. The panel were impressed with the quality, and diversity of the shortlist, and were delighted with the appointment. Takeaways: • Inclusive, proactive executive search was critical in capturing candidates who were not actively considering new board appointments. It was also vital in offering genuine choice to the panel at the final interview stage. • A rigorous focus on due diligence, and the management of conflicts of interest, was a critical success factor in finding suitable candidates, who could complement the existing board, whilst providing additionality of skills and experience. • Sophisticated assessment techniques, and deep board recruitment expertise, also enabled Veredus to put forward candidates, who offered the right credentials from a range of different board backgrounds.
The Crown Prosecution Service
Client: The Crown Prosecution Service Role: Lead Non-Executive Board Member (NEBM)/Chair Client: The Crown Prosecution Service (CPS) is the principal public agency for conducting criminal prosecutions in England and Wales, with circa 7,000 employees across 14 main sites. The CPS is responsible for reviewing evidence from police, deciding whether to prosecute, and presenting cases in court. The CPS operates independently to ensure fair and impartial application of the law. The brief: The CPS sought to appoint a high calibre individual to serve as Lead NEBM/Chair of an organisation that sits at the heart of the Criminal Justice System. The role required an individual capable of chairing a high-profile board and providing support and advice to the Director of Public Prosecutions on non-legal casework decisions and operational business delivery matters. The Lead NEBM/Chair would need to possess a deep understanding of public sector governance, with the nuanced ability to strike the balance between independence with accountability. The process: Veredus took detailed briefings from CPS stakeholders, including the Director of Public Prosecutions, and members of the board and senior leadership team. We conducted a forensic market mapping exercise, exploring the boards of relevant public and private sectors organisations, with an eye to individuals capable of contributing effectively as Lead NEBM/Chair, as well as the achievement of a diverse, highly credible field. We approached over 180 individuals, which resulted in 38 applications. We collected Diversity Monitoring Data, and requested all candidates self-disclose any potential conflicts of interest at the point of application to mitigate the risk of misalignment as the process moved forward. Following the longlist meeting, eight individuals were selected for progression to preliminary interview with the Veredus Team. Preliminary interviews explored the extent to which candidates met the criteria, how they might add value as the Lead NEBM/Chair, and wider matters including conflicts of interest. The four shortlisted candidates were invited to attend informal one-to-one sessions with CPS stakeholders. Veredus undertook referencing and due diligence on shortlisted candidates. The results: The search concluded with the appointment of a highly experienced Chair, who brought a blend of relevant experience, including exposure to the Criminal Justice System, and a track record of effectively chairing a large, complex public body. The panel were impressed with the quality, and diversity of the shortlist, and were delighted with the appointment. Takeaways: • Inclusive, proactive executive search was critical in capturing candidates who were not actively considering new board appointments. It was also vital in offering genuine choice to the panel at the final interview stage. • A rigorous focus on due diligence, and the management of conflicts of interest, was a critical success factor in finding suitable candidates, who could complement the existing board, whilst providing additionality of skills and experience. • Sophisticated assessment techniques, and deep board recruitment expertise, also enabled Veredus to put forward candidates, who offered the right credentials from a range of different board backgrounds.
Interim Customer Experience Lead – London based TOC
The client Our client is a trusted partner of the Department for Transport (DfT) who are working towards creating and implementing the operations for High Speed 2 Ltd (HS2). Working to design, develop and mobilise the high-speed service operations which will deliver benefits including more capacity, quicker journey times and a step-change in customer experience. The brief The CX Lead will report into the Head of Customer Proposition and will lead the delivery of customer experience functional requirements related to the customer proposition of future high-speed services. The process We are fortunate to have a well-maintained and curated network of fantastic candidates across all key functions within the rail and infrastructure sector. We were quickly able to identify a shortlist of suitably qualified candidates. Once contacted we reviewed their skills and experience to ensure that they met our client’s needs and discussed availability and day rate requirements before presenting a shortlist. The result: The successful candidate joined on a 2/3 week assignment for 9 months.
Operations Director – West Midlands Trains
Veredus provide executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The client West Midlands Trains (WMT). WMT operate two train networks – West Midlands Railway and London Northwestern Railway – connecting London, the Midlands and the North West. The brief The planned retirement led to a need to hire a new Operations Director and as a specialist executive recruitment firm within rail we were asked to undertake the assignment. The role was responsible for leading WMT’s Operations directorate, proving inspirational leadership to contribute to delivering the company’s business strategy to achieve defined business goals and required cost savings. Our approach Our approach was a detailed and comprehensive search, both inside and outside rail. We did not advertise the role, as together with the client we had a clear understanding of the type of individual required and where to find them. In addition, confidentiality was important to all parties concerned and a targeted search was therefore deemed the best approach. Once candidates were identified and approached, they were assessed and interviewed, and we then asked the shortlisted candidates to complete a Candidate Profiling Document (CPD) outlining their individual suitability. The CPD allowed the candidates to demonstrate their skills and experience in more depth and relevant to the role, and it also provided background as to their motivations and approach. The two-week search generated a long list of potential candidates that were then agreed with the client, before we approached them to assess their level of interest. Over a further two week period we reduced the list and engaged with 19 candidates who demonstrated both the interest required in the role and the level of skills and experience needed. This resulted in our interviewing 12 candidates and then asking the shortlist of 6 to complete a Candidate Profiling Document. The client interviewed 3 candidates and then invited a fourth candidate into the process, who was ultimately offered the position.
Operations Director – West Midlands Trains
Background Veredus provide executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The client West Midlands Trains (WMT). WMT operate two train networks – West Midlands Railway and London Northwestern Railway – connecting London, the Midlands and the North West. The brief The planned retirement led to a need to hire a new Operations Director and as a specialist executive recruitment firm within rail we were asked to undertake the assignment. The role was responsible for leading WMT’s Operations directorate, proving inspirational leadership to contribute to delivering the company’s business strategy to achieve defined business goals and required cost savings. Our approach Our approach was a detailed and comprehensive search, both inside and outside rail. We did not advertise the role, as together with the client we had a clear understanding of the type of individual required and where to find them. In addition, confidentiality was important to all parties concerned and a targeted search was therefore deemed the best approach. Once candidates were identified and approached, they were assessed and interviewed, and we then asked the shortlisted candidates to complete a Candidate Profiling Document (CPD) outlining their individual suitability. The CPD allowed the candidates to demonstrate their skills and experience in more depth and relevant to the role, and it also provided background as to their motivations and approach. The two-week search generated a long list of potential candidates that were then agreed with the client, before we approached them to assess their level of interest. Over a further two week period we reduced the list and engaged with 19 candidates who demonstrated both the interest required in the role and the level of skills and experience needed. This resulted in our interviewing 12 candidates and then asking the shortlist of 6 to complete a Candidate Profiling Document. The client interviewed 3 candidates and then invited a fourth candidate into the process, who was ultimately offered the position.
Interim Commercial Director (part time role) – London based TOC
Background Veredus provide interim executive talent across the transport and infrastructure sector, including many of the UK train operating companies, Network Rail, DFT and the Rail Delivery Group. We recruit exceptional individuals across all functions, including HR, Finance, Operations, Engineering, Health and Safety, Procurement, Projects and Programme Management. The client Our client is a UK train operating company that is part of one of the largest providers of passenger transport in Europe with 60,000 employees delivering more than 2.2 billion passenger journeys every year. The brief Interim Commercial Director (part time role). The role required an experienced Commercial director with significant rail experience who was used to working at director level across commercial and customer experience. It was also a requirement that the candidate was happy to work on a part time 2/3 days a week basis as a job share. Interim operations Director (fixed term contract) the role required someone who had been an Operations Director in the past and was immediately available and with the added complication of being satisfied with a fixed term contract rather than either a day rate interim or permanent post. Interim Financial Controller – the requirement was immediate and again required experience of the rail sector and the confident and ability to manage and build a team. Our solution: In all instances we leaned heavily on our rail market expertise speaking and meeting with a wide range of established contacts and building new networks across the sector. In addition, we reached out (confidentially) on social media to draw attention to the roles. All three posts were successfully filled with the Commercial Director ultimately joining full time, the operations director being extended twice and the financial Controller delivering as required before a permanent hire was made.
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AI-driven teaching & learning innovation
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Attracting World-Class Talent in Higher Education: Why Reputation Matters
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