The Art of Hiring for Performance and Potential. Track 2 Session 4

Transcription

1 The Art of Hiring for Performance and Potential Track 2 Session 4

2 Bryan Johanson Chief Operating Officer The Adler Group

3 Abstract One thing that Best-in-their-Class companies have in common is a commitment to attracting and hiring high-fit, high-performing people. Easier said than done. This workshop will give managers the processes, tools and techniques to identify and secure the best talent for any level position. We will discuss the importance of hiring top performers, not top candidates, how to move from conducting an "employee search" to creating a compelling career opportunity and finally, how to conduct a Performance-based Interview using just two core questions. 3

4 Agenda Raise the Talent Bar Performance-based Hiring Change Your Mindset Key Takeaways Conference Cloud Questions 4

5 Course Agenda Change Your Mindset Mirror what the best people do to find & accept jobs. Performance-based Hiring Learn the PbH interview methodology to hire for performance & potential Raise the Talent Bar Find and hire people who are both competent and motivated to do the actual work 5

6 Thinking Backwards Are You in a Talent Scarcity or Talent Surplus Situation? Surplus Weed Out the Weak Active Best Who Apply HAVE GET DO BECOME Scarcity Attract the Best Passive Raise the Talent Bar Sourcing Recruiting Assessing Closing On-boarding Performance Management 6

7 Thinking Backwards Are You in a Talent Scarcity or Talent Surplus Situation? You Can t Use a Surplus Weed Out the Weak Active Best Who Apply Talent Surplus HAVE GET DO BECOME Model in a Talent Scarcity Attract the Best Passive Raise the Talent Bar Scarcity Situation! Sourcing Recruiting Assessing Closing On-boarding Performance Management 7

8 The Hiring Process & Agenda Performance Profiles Careers, not Lateral Transfers Talent-centric Sourcing Target the Best People Evidence-based Interview Two Core Questions Integrated Recruiting Careers vs. Compensation 8

9 Shift from Skills to Performance The Difference Maker: It s what you DO with what you HAVE, not what you HAVE that counts! 9

10 Make Job Spec = Real Job If we promote people based on their performance, why do we hire the same people based on their experience and tenure? 10

11 Performance-based Job Descriptions The Concept 6-8 key tasks/job Action-oriented, specific, measurable Determine results, process, environment Convert HAVING to DOING Benchmark Best vs. Average & Weakest Create EVP 11

12 From Skills to Performance Basic Performance Objectives Collaborate with sales rep to develop customer solutions at C-level in F500 companies Lead intense detailed product spec presentations to sophisticated buying groups Provide technical liaison to engineering design groups Work with contracts on developing cost/price/margin analysis for $5mm+ programs Handle 3-6 major programs concurrently Assess impact of spec changes on design, project & cost projections 12

13 From Skills to Performance Basic Performance Objectives Collaborate with sales rep to develop customer solutions at C-level in F500 companies Lead intense detailed product spec presentations to sophisticated buying groups Provide technical liaison to engineering design groups Work with contracts on developing cost/price/margin analysis for $5mm+ programs Handle 3-6 major programs concurrently Assess impact of spec changes on design, project & cost projections Final Performance Profile Work with sales group to develop $50mm in new awards covering 6-8 programs Lead Sprint/Dish project review effort including contract negotiations w/45-day close target Quickly resolve 30+ open design changes with engineering and product market and set up system to eliminate backlog by Q2 Work with sales, product marketing, and customers team to prioritize sales plan for next year (review in 60 days) 13

14 Turn Jobs into Careers What s the EVP? Why would a top, fully-employed person take this position? Impact, Growth, Company Long term component of a career move the becoming! Need both to find & hire the best 14

15 How to Write an or Ad PRESENT PAST FUTURE Lead with EVP DOING Having 16

16 Be Compelling to Attract Top-third Explore some truly weird openings for Optics Geeks for freakishly difficult EOIR stabilization puzzles

17 Quick Survey/Quiz How do the best people find their jobs? A: networking, referrals, promotions B: responding to ads or taking calls from people they don t know What criteria do best people use to select jobs? A: growth, impact, opportunity, team, future $ growth B: same work, but more money What criteria do companies use to promote their best? A: consistent top performance B: those with most skills & experience How many of you want to find and get the best people hired? 18

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19 Use Career Zones to Reposition Your Opportunity Going Towards Strategy More Passive Advanced Recruiting Going Away Strategy More Active Basic Recruiting 20

20 Performance-based Interviewing How accurate is the typical employment interview? + 7% = 57% Why? - Overvalue first impressions - What s the job, environment, manager, team, culture? - Overvalue intuition or tech skills - Narrow vs. full range of factors 21

21 Performance-based Interviewing Step 1: Intro & assess motivation Step 2: Control emotions Step 3: Conduct work-history review for basic fit and Achiever pattern Step 4: Ask basic 1-question for 3-4 individual, team, and job-related accomplishments Step 5: Ask about real job-related problem Thinking Step 6: Allow time for questions Step 7: Recruit & close Step 8: Measure 1 st Impression Again! Determine Performance Trend Lines Look for Learning/Opportunity Gaps Evidence-based Assessment 22

22 Step 2: Control Emotions Wait 30 Minutes Measure 1 st impression at the end of interview Be a juror, not a judge! Collect information before deciding to measure performance, not presentation! What are some traits that WOW! you when first meeting a person? What are some traits of high achievers? How well do first impressions predict high achievement? 23

23 Step 3: Work History & Achiever Review Basic Approach Years - Titles Promotions Explain gaps Why changed jobs 360 work chart Big accomplishments Look for recognition Patterns of success Value of Work History - Determine general fit - Look for Achiever pattern - Consistent results - Promotions, raises, bonuses - Achieved goals - Reliable, no excuses - Both mentor and mentee - Honors and awards - Rehired & hires top people 24

24 1 st Basic MSA Question The Most Significant Accomplishment (MSA) Question All-purpose MSA Question One of our big projects is. Can your tell me about something you ve done that s most comparable? OR Can you tell me about your most significant major accomplishment? OR Can you tell me about where you went the extra mile? Points and Ideas What traits stand out? Take responsibility! Starts recruiting process Look for voids & gaps Listen 4X more than talk! Eliminates interviewer bias Minimizes candidate nervousness Ask everyone same question Fact-finding is the key Look at trend lines over time 25

25 Step 4: The MSA Question IMPACT Ask many MSA questions to see growth over time Individual Question 1: Ask MSA question for job-related, team & individual tasks Team Have candidate prepare a 360 work chart for team relations TIME 26

26 Panel Interview Exercise 1 One leader Others fact-finders Leader asks basic MSA question about accomplishment Fact-finders follow up - Be constantly active - Get examples - Don t change topic - Ask for clarification and specific details Typical follow-up questions Can you give me an example? What were the specific results? Would you clarify that? When was this & how long did it take? Why were you chosen? What was your exact role? Who was on the team? What were the key steps involved in accomplishing the task? Where did you go the extra mile? What did you like most/least? How did you spend most of your time? 27

27 2 nd Basic Question Job-related Issue Team Technical Organizational Project Restraints Challenges Describe the issue, ask: How would you go about figuring out how to solve it? Get into a dig-and-take dialog to understand the process the candidate uses to solve difficult problems. 28

28 2Q Performance-based Interview Define the Job Before the Person Step 1: Intro & assess motivation Step 2: Wait 30 minutes measure 1 st impression at the end of the interview Step 3: Conduct work-history review for basic fit and Achiever pattern Step 4: Ask basic 1-question for 3-4 individual, team, and job-related accomplishments Step 5: Ask about real job-related problem Thinking Step 6: Allow time for questions Step 7: Recruit & close Step 8: Measure 1 st Impression Again! 29

29 Key Takeaways Think Backwards Source Explorers and Tiptoers Focus on DOING, not HAVING Structured 2-Q Interview (MSA Question deep probing) Wait 30 Minutes 30

30 Conference Cloud Additional Resources Hire With Your Head (Book) The Essential Guide for Hiring & Getting Hired (Book) Performance-based Hiring for Recruiters & Managers (Online and Live Workshop) 31

31 Questions 32