Dont Hire The Best Candidate

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  • Four common statements were made by top managers; People don’t change much Don’t waste time trying to put in what was left out Try to draw out what was left in That is hard enough Skills are the how-to’s of a role. They are capabilities that can be transferred from on person to another Knowledge is “what you are aware of” There are 2 types of knowledge; 1) factual knowledge 2) experiential knowledge Talent – there are 3 types of talent 1) Striving – these explain the why of a person. Why you get out of bed, why you are motivated 2) Thinking – is the “how of the person” How you think, how you come up with your decisions, are you focused or do you leave options open 3) Relating – explains the who. Who you trust, who you confront, who you have relationships with
  • Notice that I am using the term TALENT, not “core competencies, or habits, attitudes or drive. Without understanding the talent component we can throw money to train characteristics that are fundamentally untrainable.
  • Example of inate thinking talent
  • Example of inate thinking talent
  • Reverse Engineer the job. Describe the job and how it played out as if you were talking one year from now.
  • Why do we create an EVP to attract potential employees? Because the Gen X and Milenium Group need a different attraction method than boomers. It was common to tell a Boomer to “GET A LIFE”. Do you remember where this started? This was because they were working 50 and 60 hours per week and were proud to tell you so. It was a badge of honour. The Mileniums or “Tea Cup” generation can no longer accept that. Their reaction is “I have a life, what I need is a job to fit my lifestyle”. Why Tea cup Generation? Because when you drop them they break. They have been over encouraged throughout their adolescence and expect promotion and praise for small or one time achievements rather than putting in their time as the boomers did. They see what boomers have and they want it NOW. They will not wait 25 to 30 years to get there.
  • Bear in mind these keys are not steps, they are not a structured series of actions. Rather each key is a simple way of thinking, a new perspective on a familiar set of challenges The one thing that best defines a good hire is a motivated employee. How do you interview for motivation on the job? Our interview process helps define a motivated employee.
  • 1) You want to find out whether the candidate’s recurring pattern of thought , feeling, or behaviour match the job 2) Give me an example of a project or team that allowed you to truly excel – a defining moment in your business career 3) Past behaviour is the best predictor of how you will handle things in the future 8 step interview process
  • The faster you learn and retain it is a clue that this is a talent area. You can also ask them which roles they learn quickly What is fulfilling for one person is asphyxiating for another A key question that identifies key talent is to ask what part of their current job would they be excited to do. In other words, it is Monday morning and you have woken up early. What task that you do would make you rush in to work to get started?
  • Salesperson question How do you feel when someone doubts what you have to say? You might think that good sales people think that they like a little doubt as it gives them a chance to persuade them – the challenge of the game. Surprisingly they don’t. It upsets them to be doubted. Doubting them questions their integrity. You can disagree with them, argue with them, chose not to buy but don’t doubt them. Average sales people are not personally involved/invested ,. They don’t mind being doubted so this question does not strike any emotional cord. Of course this isn’t the only question. You should ask how and who questions to see if they possess other vital talents such as innate assertiveness, or a love for breaking the ice with people. Conversely great teachers love being doubted, interpreting this as a sign of an active and inquisitive mind. Average teachers hate being doubted,, feeling that it challenges their own competence.
  • Finally we would encourage you to not hire the best candidate.

Transcript

  • 1. Presentation for Retained Search Presentation for SEARCH & SELECTION Don’t Hire the Best Candidate Sept. 2009
  • 2. Why are some people more talented or why do some people have more talents than others? Why do people think differently? What Makes us Tick?
  • 3.
    • Gallup solicited opinions from top business people about search and selection…………
      • Four common statements were made;
        • People don’t change much
        • Don’t waste time trying to put in what was left out
        • Try to draw out what was left in
        • That is hard enough
    • Don’t send a duck to eagle school
  • 4. Skills, Knowledge, Talent
    • Skills, Knowledge, Talent
      • You can train for skills
      • You can test or interview for motivation (IML interview guide)
      • How do you verify talents
      • Remember you cannot train for talent, you can only select for talent
  • 5.
    • Talent is the recurring pattern of thought, feeling, or behaviour that can be productively applied
    • Being talented means that you are using that/those talents in your job.
  • 6. Our Process
    • Our process identifies the talents needed for your specific position
    • We map those skills to the next generation of behavioural questioning
    • We map the position to similar characteristics of successful people
    • Then we match the profiles of your company and the potential employee
  • 7. Hire what you need, not what you can find! Single Talent Employees in Commodity Jobs Multi Talented & Hard to find Professionals Sr. Leaders & Executive Team Strength Critical Hires Game Changers
  • 8. Thinking Striving Relating Approximately fifty (50) talents fall under these Categories. As an example we will demonstrate Innate Thinking . The next few slides will help to show if you have innate thinking.
  • 9. Can you find the arrow in this logo?
  • 10.  
  • 11.
    • MILL1ON
    • Find the phrase buried in this word
    • Here is how to solve these puzzles
        • Find the part that is out of place
        • Identify where it is in relation to the rest of the phrase
        • Solve the puzzle
  • 12.
    • MILL1ON
    • One in a million
  • 13.
    • GR CE
    A
  • 14.
    • GR CE
    A A fall from grace
  • 15.
    • C
    • C
    • C
    • C
    • C
    • C
    • C
    One More
  • 16.
    • C
    • C
    • C
    • C
    • C
    • C
    • C
    One More Sail over the seven sea’s
  • 17.
    • But
    • Thought 2. Thought
  • 18.
    • But
    • Thought 2. Thought
    But on second thought
  • 19.
    • If you want the most talented people working for you
    • And you can’t train for talent
    • How do you identify it?
  • 20. THE IML DIFFERENCE
    • Performance Profiles
    • Talent-Centric Sourcing
    • Evidence Based Interviewing
    • Integrated Recruiting
  • 21.
    • Action verbs
    • Time related
    • Result driven
  • 22.
    • Preparing the Performance Profile
      • 6 – 8 performance Objectives
    • Create an EVP
      • Why would a top person want this job?
      • What are the growth opportunities?
      • Why is it better than competing jobs?
      • What will the person learn, do, become?
  • 23. Talent Centric Sourcing
    • Use advanced marketing and networking concepts to find top people
    • Web 2.0
    • Social networking
    • Niche sites
    • Microsites
    • On-line Communities
    • The new generation of job-descriptions
    • “ The phone is the new newspaper”
  • 24.
    • Write a compelling ad that focuses on the EVP
    • Create a word picture
    • Differentiate yourself from other similar ads
    • Be creative
  • 25.
    • IML Interviews are geared to identifying talent
    • Each managers goal is to turn each employee’s talent into performance
    • There are 4 keys
      • Select for talent
      • Define the right outcomes
      • Focus on strength
      • Find the right fit
  • 26.
    • Make sure that the talent interview stands on its own
      • There are 2 core question that must be asked in each interview
      • But it is not just a matter of asking them. They must be set up in relation to the required skills
    • Ask a few open ended questions
    • Listen for specifics
  • 27.
    • Rapid Learning
    • Satisfaction
  • 28.
    • Know the correct answer as given by successful people
      • Know how your best employee would answer it
      • Keep track of all answers to this question and compare with your hires to see who worked out and who excelled
  • 29. The 10 factor Assessment
    • Standardized rating that allows for a marking system
    • Do not hire anyone who does not score higher than a 3 out of 5 average
  • 30.
    • When selecting someone – select for talent...not simply for competency, or team skills
    • When setting expectations, define the right outcomes.....not the right steps
    • When motivating someone, focus on strengths......not on weaknesses
    • When developing someone, help him/her find the right fit..............not simply the next rung in the ladder
  • 31.
    • How would you describe success in your current role? Can you measure it?
    • What do you actually do that makes you as good as you are? What does this tell you about your skills, knowledge, talents?
    • Which part of your current role do you enjoy the most? Why?
    • Which part of your current role are you struggling with? What does this tell you about your skills, knowledge, talents? What can you do to manage around this? Training, Positioning, support system, partnering
    • What would be the perfect role for you? Imaging you are in that role. It’s 3pm on a Thursday. What are you doing? Why would you like it so much?
  • 32. Finally
    • Don’t hire the best candidate!
  • 33.
    • Hire the best EMPLOYEE
  • 34. Thanks for your time
    • For more information on how the team at Ian Martin Limited can help, please call me at;
    • Derek Millar  
    • Regional Manager
    • Ian Martin Limited
    • 800-567-9675
    • 905-815-1600 x2232
    • [email_address]