I'm wondering how long, on average, it takes to prepare for the exam so I have a rough idea of when to register for mine.

Thank you!

Does anyone use one specific slection tool when screening for new employee? What has been the process for screening for a position for senior leader?

At my organization when I was being screened for a senior level position, I went through roughly 20 interviews (some structured some unstructured) with an assessment based 30 minutes timed test on financials. I also went thorough a 6 hour interview with two 15 min breaks. Yes, 6 hour straight. The interview was structured using experience based and situational questioning with additional probing based on my responses. It felt like a deposition and this was my feedback when asked how it went. I believe this was a stress based approach as well. One thing to consider is that I was an internal candidate so fit and attitude was already overt. Needless to say, I think this portion of the interview has been  revised based on feedback. I do not think this technique is a good representation for the organization and may drive very good candidates away.

I was wondering if anyone has recently transitioned from a entitlement compensation (everyone get same pay increase for similar job code) program to a pay for performance base compensation phylosophy. My question is what was the impetus for the change and what were the barriers and lessons learned ? Has the transition been successful? We are considering moving to pay for performance based on employee feedback but we also know that this is a diffciult transition and may result in high potential rater error and biasis. I understand  that clear objectives of work dimensions(behavior, traits, outcomes) and manager training is essential for success.

 I am also concerned about the comment made in the article that some perfomance based compensations may deter employees from being motivated to improve because of the emotion tied to the "financial" or administrative quality of this approach.

The speaker for the Human Resources presentation made a comment that puzzled me.  It was stated in page 7 of the first HR lecture that external applicants (such as “walk ins” and recruited staff) are cheaper to train for a given position than internal applicants.  I re-listened to this several times to make sure I heard it correctly. 

While I would assume that this would be the case for some very technical jobs or in situations where internal applicants are wildly under qualified… the lecture did not nuance such factors.   It seams that generally, the opposite would be the case.   

Do others agree, and if so, why do you?  My experience is that institutional memory and knowledge of culture make the training of an internal applicant generally a cheaper proposition. 

Thank you.

Mr. Tyler, the speaker, offered a lengthy treatment of Sarbanes-Oxley (S-Ox) during the Week 1 Governance Presentation. 

It was my understanding that S-Ox was written to apply to for-profit corporations.  It is clear that adopting the 5 areas described (create an audit committee, supervise external auditors, create audit committee charter and code of ethics, provide executive certification of financials, and establish internal controls) make sense from a business perspective.  However, does S-Ox legally mandate healthcare nonprofits to complete those 5 areas of work?  Is there a section or heading that treats the 501(c)3's role in S-Ox?

It was unclear to me if S-Ox suggests or mandates these for nonprofits and if so, where in the law.