Performance based Hiring

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1 Performance based Hiring sm For Managers and Interviewers Bryan Johanson COO The Adler Group Based on Lou Adler s Hire With Your Head and The Essential Guide for Hiring & Getting Hired Rev 0316 Quick Assessment of Your Talent Approach Total Talent Market Top 25% A Attract & Apply Does the quality of the people you attract represent the best in the field? Is the quality of the people you attract better, worse or the same as the people currently in your company? Are you hiring the best people you attract? This is the promise and potential of Performance based Hiring

2 What do the best people do differently? 1 Consistently exceed expectations! 2 Coaches, manages, develops self/others 3 Leadership: Vision plus execution 4 Good problem solving & thinking skills 5 Flexible, deals with change, manager, culture 6 Get it done no excuses! Course Objectives, Agenda and Tools Performance based Job Descriptions Great Career Moves vs. Lateral Transfers Talent Centric Sourcing Target Best People Entire Talent Market 2 Question Performance based Interview Evidence based Quality of Hire Integrated Recruiting Career Growth vs. Compensation Max Performance based Hiring Business Process The Recruiting Hiring Manager Partnership

3 Performance Qualified vs. Skills Qualified What does the person need to do? Job Description HAVING Past Skills Experience Competencies Education Responsibilities Performance Profile DOING Year 1 Grow sales by 10% Launch new product line Build a team in 90 days Evaluate the process Prepare a plan for Design a circuit Who would you rather hire someone who has the skills or someone who can achieve the results? Would you at least see someone who has done comparable work, but has a different mix of skills and experiences? Define Job Before Defining Person The Difference Maker It s what you DO with what you HAVE, not what you HAVE that counts!

4 Assess competency and motivation Conduct discovery to create Opportunity Gap What s the purpose of the interview? Does the purpose change if the person is a passive candidate or in high demand? Demonstrate professionalism Use sequence of recruiting to negotiate Performance based Interviewing How accurate is the typical interview in predicting on the job success? + 7% = 57% Why is it so awful? Overvalue first impressions Don t know job, environment, manager, team, culture Overvalue intuition or tech skills Narrow vs. full range of factors

5 8 Step Performance based Interview Step 1: Intro find out why/if looking Step 2: Proactively control emotions Step 3: Conduct work history review looking for Achiever Pattern Step 4: Ask Most Significant Accomplishment question 3 4 times for team, individual and job related tasks Step 5: Ask problem solving question for Thinking Step 6: Let candidate ask questions Step 7: Recruit and set up next step Step 8: Measure 1 st impression again Conduct Evidence based Assessment Trend of Performance Over Years Create the Opportunity Gap The Most Significant Accomplishment Question (MSA) Most Significant Accomplishment? Fact finding Questions Describe the project Snapshot beginning and end Biggest challenges Process of success Biggest problem Biggest decision Initiative Likes and dislikes Recognition Compare to Job Needs What traits stand out? Take responsibility to measure performance, not presentation. Starts recruiting process. Look for opportunity gaps. Fact finding is the skill. Repeat question to see trend of performance.

6 QoH Talent Scorecard Rank in Comparison to Job Level 1.0 Bottom Third No Hire Level 2.0 Middle Third Average Hire Level 3.0 Top 20 25% Strong Hire Level 4.0 Top 10 15% Great Star Level 5.0 Top 5% Superb Hire Wait 30 Minutes Levels 1 and 5 are easy to spot Problem: Levels 2, 3 and 4 are pretty much the same No 2s! Use balance of interview to differentiate between 2s, 3s and 4s Course Objectives, Agenda and Tools

7 Your work on performance-based hiring is a genuine bright spot I am blown away by how closely your ideas map to the new science. I actually think performance-based hiring is the secret sauce to getting not only better talent management, but also to being able to ensure that we live up to our promise of opportunity in the 21st century. Todd Rose, Harvard Professor, Director Center for Individual Performance, Author of The End of Average Take Action Join us for PBHM Online Explore a private Audit Module 1 info@louadlergroup.com Performancebasedhiring.com