TALENT MANAGEMENT HIRE WELL, KEEP THE BEST, CHALLENGE THE REST DR. GARY SCHWANTZ

Transcription

1 TALENT MANAGEMENT HIRE WELL, KEEP THE BEST, CHALLENGE THE REST DR. GARY SCHWANTZ

2 (page 1) Please OH WISE ONE tell me why this is so! How much of a factor is personality? And if the answer to that question is a big factor, shouldn t we determine what that personality is, and only hire people with that personality? Can you turn someone who doesn t respond to servant leadership into someone who does?

3 (page 2) Good to Great by Jim Collins We expected that good-to-great leaders would begin by setting a new vision and strategy. We found instead that they first got the right people on the bus, the wrong people off the bus, and the right people in the right seats and then they figured out where to drive it. The old adage People are your most important asset turns out to be wrong. People are not your most important asset. The right people are.

4 (page 2) Practical Discipline #1- When in doubt, don t hire, keep looking. Practical Discipline #2 When you know you need to make a people change, act. Practical Discipline #3 Put your best people on your biggest opportunities, not your biggest problems

5 (page 3) HIRE FOR ATTITUDE, TRAIN FOR SKILL greater weight on character attributes than on: specific educational background, practical skills, specialized knowledge, work experiences.

6 (page 4) Character or Behavioral Traits of the Position The First Step in Behavioral Interviewing THINK OF ONE OF YOUR KEY POSITIONS ONE THAT INTERACTS OFTEN WITH YOUR CUSTOMERS WHAT ARE FIVE PRIMARY TRAITS?

7 Structure in Interviewing (page 6) Most research shows that the decision whether or not to hire someone is made in the first 90 seconds of an interview. meta-awareness

8 Structure in Interviewing (page 6) pre-interview strategies. Before the initial interview, pick up the phone and call the candidate ask the candidate to send a resume with a one-page cover letter that briefly highlights his or her life or background Give an assignment before the interview. Plan specific time in your day for an interview and allow plenty of time for the interview. Prepare your candidate before the interview.

9 Structure in Interviewing (page 6) Create a comfortable environment. Set aside a few minutes just before the scheduled interview Do not allow interruptions during an interview Another good recommendation. Before you begin the interview, take the potential candidate for a walk around the office. Maintain balance in the interview

10 Behavioral Interviewing (page 8) Traditional interviews look at what a candidate has achieved, not how he or she has achieved it The what of a job focuses on the skills and knowledge required in a role and is defined in terms of tasks and objectives. The how of a job involves the behaviors to perform a job s roles successfully.

11 (page 8) Broad to specific Questions focus on specific critical incidents/extreme moments Prompted for more and more detail Knowledge to solve key functional problems Ability to apply that knowledge Motivation or desire to solve these key functional problems

12 Skills in Questioning (page 9) Open-ended questions begin with words such as Explain, Describe, or Tell me about. Tell me about a time when What was your most Give me an example of Tell me more.

13 Skills in Questioning (page 9) Going Deeper In order to get to critical info, we will use open-ended questions, but go deeper as we understand more. The basic structure is this: We ask about the situation/task (Describe a time when.), What action you took (What did you do.) The result (How did that change things, What did you learn...) Describe the most successful project you ve been involved in? What was your input? What feedback did you receive? Tell me about your most difficult interaction with a customer. How did you prepare? How did you report the client s concerns?

14 Skills in Questioning (page 10) Describe the time when you noticed the early warning signs of a problem that would have cost a lot of money if not detected. Tell us about a recent time when you were under a great deal of pressure to deliver on time. Describe how you overcame an obstacle you considered significant in your life. Describe how you lived up to a commitment. Describe a time when others around you seemed to work just to get by.

15 IDEAS FOR BEHAVIORAL QUESTIONS BY STANDARD (page 11)The first step in behavioral interviewing is to define the character or behavioral traits you look for in a candidate for the specific position for which you are interviewing, something we did earlier in this workshop. The next step is to create questions specific to that position and the traits desired.

16 IDEAS FOR BEHAVIORAL QUESTIONS BY STANDARD (page 2) RELATIONSHIP BUILDING Southwest Airlines focuses on this ability to form relationships with customers, coworkers and supervisors. If we had three of four of your close associates with us and asked them to describe your relationships with them, what would they likely say? When we ask your most current manager to talk with us about the relationships you have with your coworkers and/or customers, what will he or she say? When we ask your most current manager to describe some of the instances where you have had difficulty with a relationship, what will he or she say? Which of you personal traits have been most helpful in your ability to build relationships and why? + Describe for us a specific work relationship that you ve had difficulty with and how you handled this difficulty. -

17 IDEAS FOR BEHAVIORAL QUESTIONS BY STANDARD (page 12) CUSTOMER SERVICE Describe for us a specific example of a good customer you have worked with over the years and how you developed this relationship with this person. + Tell us about a specific example or two where a customer came to you with a problem and how you worked to resolve the problem. Tell us about a specific example or two where a customer brought you a problem and you were unable to solve the problem and what the resolution for the customer was. - Give us a specific example of where you influenced a customer s decision, perhaps in a purchase of a product, and why What do you like least about providing customer service? Describe for us a time when you have performed at what you consider to be above and beyond the call of duty to meet the needs of a customer or a client.

18 (page 13) PEOPLE SKILLS IDEAS FOR BEHAVIORAL QUESTIONS BY STANDARD Tell us about the best group of people you ever worked with and what made this the best group. Describe for us a group where you just really didn t click and why you believe this was not your group. Describe for us something a coworker has done in the past that has upset you and how you responded to this situation.

19 Southwest Airlines and Humor IDEAS FOR BEHAVIORAL QUESTIONS BY STANDARD Prospective employees are typically asked; Tell me how you recently used your sense of humor in a work environment. Tell me how you have used humor to defuse a difficult situation. In an interesting idea, the team asks a group of potential employees to prepare a five minute presentation about themselves.

20 IDEAS FOR BEHAVIORAL QUESTIONS BY STANDARD You defined 5 traits for a key position with your organization. For each of those traits, come up with a couple of behavioral interview questions.

21 KEEPING GOOD PEOPLE (page 14) reward recognize celebrate

22 KEEPING GOOD PEOPLE (page 15) heroes

23 IDEAS FOR BEHAVIORAL QUESTIONS BY STANDARD (page 16) What are the three things employees want? They want to believe the organization has the right purpose. They want to know that their job is worthwhile. They want to make a difference.

24 Lighten up?

25 (page 20) A, B AND C PLAYERS

26 A, B AND C PLAYERS A Players Tell them where the organization is going Thank them for their work Outline why they are so important Ask is there anything you can do for them

27 A, B AND C PLAYERS B Players Reassure Re-recruit Develop Have an A Player influence/mentor them

28 A, B AND C PLAYERS C Players Low Performers Points to management as the problem lacks respect for coworkers over-inflated ego broadcast negative information harass and bully others

29 A, B AND C PLAYERS Dealing with negative attitude

30 MOVING OPERATIONAL PERFORMANCE Rank your staff Meet with the high performers and have a retention conversation Meet with middle performers Meet with low performers D-E-S-K Performance Change Agreement The key up or out

31 One idea? MOVING OPERATIONAL PERFORMANCE

32 THANKS! DR. GARY SCHWANTZ