Performance-based Hiring A New Perspective

Transcription

1 A New Perspective 2017 All Rights Reserved The Adler Group, Inc. performancebasedhiring.com

2 Some Big Hiring Challenges Strategy Tactics Process People Not enough strong prospects Best prospects optout more often Hiring managers not fully engaged Hiring managers make interviewing mistakes $$? Not enough money in comp budget Hiring managers overspec the job Voting is biased Jobs aren t attractive enough How Hiring Process Impacts Performance The UX Impact Less Competent and/or Not Trainable Fully Competent and/or Trainable Highly Motivated Not So Motivated 4: Disruptors Causes problems. Focus on presentation. Bad Fit! 3: Bottom-Tier Hire Biased. Narrow evaluation. Incomplete. Hurried. 1: Top-Tier Hire Career Move. Slower. High Touch. Long-term focus. 2: Mid-Tier Hire Skills & Experience. Shortterm, $$. Motivation missed All Rights Reserved. The Adler Group, Inc.

3 What do Tier 1 people do differently? The U in UX. Show up Diligent Work Ethic Learn Get it done! Exceed No Excuses Organized Responsible Creative Solve Decide Team Organize Collaborate Influence Leadership Proactive Take Initiative Train - Coach Manage Hire - Build Achieve Develop Great Job Great Hire

4 A business process for hiring great people in a talent scarce situation! Efficiency Surplus Vs. Scarcity Strategy Surplus Model: Weed Out the Weak Active Best Who Apply HAVE GET DO BECOME Scarcity Model: Attract the Best Passive Raise the Talent Bar Quality

5 Tier 2: Short-term, Lateral Move, $$ Close è Low Satisfaction Tier 1: Long-term, Career Move, High Satisfaction & Performance HAVE GET DO BECOME Scarcity Model: Attract the Best Passive Raise the Talent Bar Quality Principle One: Remove lid on quality by shifting to Performance Qualified Principle Two: Don t make longterm decisions using short-term criteria. HAVE GET DO BECOME Scarcity Model: Attract the Best Passive Raise the Talent Bar Quality

6 Know the Job Clarify Expectations Gallup Q12 & Project Oxygen Clarify Expectations Right Tools Satisfying Work Supportive Manager The Right Fit Hiring Formula for Success Ability Fit Motivation 2 Results Technical + Team + Organize + Problemsolving Job Culture Manager Intrinsic Motivation to Do the Job, Not Get the Job! No Excuses Consistent Exceeds Expectations The ability to do the work in relationship to fit drives motivation and ultimately successful performance.

7 Performance-based Hiring Hiring Formula for Success Ability Technical + Team + Organize + Problemsolving Fit Job Culture Manager Motivation2 Results Fit: Context of the Job Good people underperform largely due to lack of fit 2016 The ability to do the work in relationship to fit drives motivation and ultimately successful performance. Performance Qualifed vs. Skills Qualfied It s not about getting the job, it s about doing the job! The Difference Maker It s what you DO with what you HAVE, not what you HAVE that counts!

8 Create the Career Move + BECOME & EVP Motivator Impact Career Move = Difference in new opportunity vs. current job and growth rate Job Branding = Tie Job to Bigger Mission Flight Nurses Helping Saves Lives Everyday Controller Travel 75% Use Your CPA and See the World Cost Analyst Your careful attention to detail is what drives our corporate profitability. Marketing Intern Prepare whitepapers in any color you want.

9 Performance-based Interviewing How accurate is the typical interview in predicting on-the-job success? + 7% = 57% Why is it so awful? - First impressions impact judgment - Job hasn t been fully clarified - Too much Big Thumb yes/no voting - Narrow focus on skills vs. performance - Fit with job, manager and culture superficial - Getting the job vs. Doing the job! Consider your most significant career accomplishment. Now can you tell me all about it? OR One of our biggest projects is. Can you tell me about something you ve done that s most comparable?

10 Growth and Relative Impact Individual Team Task 1 Task 2 Task 3?? Think Bigger and Beyond What s the regional strategy? Build vs. Buy vs. Relocate Scarcity of Talent Hiring Process Expand the Talent Pool Build Brand and Buzz Proactive ERP Intern Furniture Training/Apprentice Become or go to the source. Community Colleges Untapped opportunity: Time Magazine - LATI Amazon Madison, WI Supply vs. Demand. Full court press. Transportation. Active Cost/Time Leads/Referrals Prospects Candidates Finalists Hire Passive Max Quality Of Hire

11 Performance-based Hiring Rethinking and Rebuilding the Hiring Process Go Long: Remove the Lid on Quality of Hire Strategy è Surplus or Scarcity You can t use a surplus of talent strategy when a surplus of talent doesn t exist. Process è DOING & BECOMING 02 Attract In vs. Weed Out using a Small Batch High Touch process. Tactics: Performance Qualified It s what people DO with what they HAVE that predicts success. Think Bigger and Beyond Training, Community Colleges, Apprentice, Supply vs. Demand Metrics Matter Hiring Success Formula Ability:Fit X M2 = Performance Dig deep into accomplishments Recruiting and Closing Don t make long-term decisions using shortterm criteria. Focus on the 30% Solution. 05 Summary/Q&A/Next The goal: Tier 1 Talent The strategy: Scarcity not Surplus Performance vs Skills Qualified Job branding Small Batch, High Touch Career Move = 30% Solution Hiring Formula for Success Trend of Performance Long Term vs. Short Term Internal then Beyond External info@performancebasedhiring.com Performancebasedhiring.com Demo and Beta Test