Aim High: 5 Steps to Hiring & Keeping A-Level Talent

Transcription

1 Aim High: 5 Steps to Hiring & Keeping A-Level Talent

2 People Are NOT Your Greatest Asset The RIGHT People Are

3 What is A-Level talent? The 20% of your employees who produce 80% of the results.

4 High Performer or High Potential?

5 High Performer vs. High Potential High Performer Highly competent Technically sound Enthusiastic & loyal Needs growth Lateral move or one level up in their profession 10% of the population High Potential Top performer Highly competent Technically sound Enthusiastic & loyal Ability to grow at least two additional levels 3-5% of the population

6 5 Steps to Hiring & Keeping the Best 1) Recognize A-Level Talent is Unique 2) Hire a Natural 3) Conduct the RIGHT Kind of Interviewing 4) Reference Check the RIGHT way 5) Engage by Coaching to Their Strengths

7 Recognize that A-Level Talent is Unique

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12 Use of Social Media 11% gap 9% gap 9% gap Winners Strugglers

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17 Involve Your Employees Source: Flicker CC and Seattle Municipal archives

18 Social Recruiting Doing it Right Remember LinkedIn is getting oversaturated, A-level talent is getting so many In-mails from Recruiters, many are not even responding Use tools such as Google Analytics to show the ROI of social media Engage in conversations, it s not about broadcasting Take a long-term approach

19 Social Recruiting Doing it Right

20 What A-Level Talent Values 1. Doing the best work of my life 2. Doing work that has an impact on customers and the world 3. Having a great manager 4. An opportunity to innovate and take risks 5. An opportunity to learn rapidly and be challenged 6. The opportunity to implement their ideas 7. A choice of projects and assignments 8. A chance to work with the latest technologies and tools 9. Input into their schedule/location 10. An opportunity to work with top coworkers 11. The opportunity to make decisions 12. Working in a performance-driven environment where rewards are based on performance 13. A transparent environment where the needed information and access is readily available 14. Sufficient budget and resources to reach their goals Source: Dr. John Sullivan

21 Hiring A Natural Copyright The McQuaig Institute. All rights reserved.

22 Hiring decisions based on the interview Interview accuracy Source: Michigan State University

23 IMPACT ON PERFORMANCE 3 Levels of Assessment LEVEL 1 LEVEL 2 LEVEL 3 Appearance Manner Expressiveness Interests Presence Knowledge Acquired Skills Training Experience Education Credentials Positive Attitude Internal Motivation Persistence and Determination Mature Character Aptitude and Intelligence Temperament (APPEAR TO ) (CAN DO ) (WILL DO ) LEVELS OF DESCRIPTION

24 Temperament Temperament: n. the tendencies peculiar to an individual; natural disposition New American Webster

25 The Big 5 Personality Traits

26 Four Trait Scales Dominant Sociable Relaxed Compliant Accepting Analytical Driving Independent

27 Four Trait Scales 90 Dominant Sociable Relaxed Compliant Dominant: Sociable: Relaxed: Compliant: Goal-oriented Takes risks Seeks challenge & recognition Competitive People-oriented Builds relationships Trusting Empathetic Easy going Patient & steady Calm & even-paced Plans ahead Detail-oriented & thorough Organized & systems-oriented Works within guidelines Accepting: Analytical: Driving: Independent: Accommodating Team player Consensus-seeking Work or taskfocused Fact-oriented Objective & logical Restless High sense of urgency Change oriented Persistent Likes freedom of action Shows initiative Accepting Analytical Driving Independent

28 Having a Target

29 Conduct the RIGHT Kind of Interviewing Copyright The McQuaig Institute. All rights reserved. Image source: thedailyenglishshow.com

30 The Wrong Kind of Interviewing for A-Level Talent What are your strengths and weaknesses? Where do you want to be in five years? Can you work under pressure? Are you a team player? How would you handle this situation These Questions Will Not Differentiate A-Level Talent

31 Behavioral Interviewing ask for specific examples of how the candidate has demonstrated a job-related behaviour in the past. Tell me about a time

32 Questions to Assess A-Level Talent Tell me about the hardest people decision that you have made in the last year. Tell me about a process that you improved in your last job. Tell me about some of the initiatives you have taken to grow your territory over the last year.

33 The Secret to Effective Behavioral Interviewing PROBES SITUATION: What was the situation? ACTION: What did you do? RESULT: What was the outcome? REPORTING: By the way, who were you reporting to at that time?

34 Reference Check the RIGHT Way Copyright The McQuaig Institute. All rights reserved.

35 Reference Check the RIGHT Way Ask candidates early on who they will be providing as references Link success stories to references Speak to prior managers only

36 Engage by Coaching to their Strengths Copyright The McQuaig Institute. All rights reserved.

37 Engagement # of job changes between 18 and 37 of new hires leave within one year of employees are not engaged or actively disengaged

38 Engagement RETENTION STARTS WITH SELECTION 2/3 of employees quit their boss not the job!

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41 5 Steps to Hiring & Keeping the Best 1) Recognize A-Level Talent is Unique 2) Hire a Natural 3) Conduct the RIGHT Kind of Interviewing 4) Reference Check the RIGHT way 5) Engage by Coaching to Their Strengths

42 Kristen Harcourt Senior Consultant The McQuaig Institute Phone: Ext Website: The McQuaig System A simple, accurate talent assessment tool Reduce turnover Increase productivity Improve hiring manager satisfaction Test drive McQuaig today at info.mcquaig.com/request-a-demo