Hire hard, invest in a team,reap the rewards

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A critical look at how to attract 'talent' to the Fitness Industry. An exploration of the traits that best suit this service oriented business.

A critical look at how to attract 'talent' to the Fitness Industry. An exploration of the traits that best suit this service oriented business.

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  • 1. HIRE HARD, INVEST IN A TEAM,REAP THE REWARDS by Grant Gamble
  • 2. Staffing is a Major Concern Finding quality staff has now over taken PPCA as the industries No.1 concern.
  • 3. Staffing problems (AFIS2010)
    • Finding good staff at a club level is a major concern (29%)
    • Finding quality staff at an industry level is a major concern (53%)
  • 4.
    • Fitness in Motion
    • World Fitness
    • Ashgrove Body Designers
    • ACAC Fitness and Wellness
    • Red’s
    • Indooroopilly Workout
    Some clubs who have reaped the rewards!
  • 5. ACAC Performance
    • Collectively 46,000 members @ 7 locations
    • Gross in excess of $45M in 2009
    • Competition = Strong to Very Strong
    • Average household incomes between $56K and $112K
  • 6. Significant shift in focus to team . . .
    • . . .has driven this exponential growth of ACAC based on the development of:
    • Successful outreach to de-conditioned, seniors and kids (family markets)
    • Community Partnerships
    • Medical Partnerships
  • 7. Significant shift in focus and practices . . .
    • . . . has resulted in:
    • Huge demand on team members to meet the interested de-conditioned, senior and family members’ needs
    • Significant shift in emphasis from hiring qualifications to hiring talent
    • “Hiring what you can’t teach!”
  • 8. These inherent characteristics represent the critical hiring non-negotiables
    • Attitude
    • Personality
    • Integrity
    • Emotional Intelligence
  • 9. According to Tom Peters . . .
    • “ Your human asset
    • is your only asset!”
  • 10. My interpretation . . .
    • “ The right human asset is your most critical asset!”
  • 11. Your Team Defines your Performance!?
  • 12.
    • The ‘TALENT’ you attract, hire, and retain will determine your ultimate success!
  • 13. The old adage always holds . . .
    • Hire hard, manage easy!
  • 14. The benefits of better hiring . . .
    • Reduced cost of acquisition of team members
    • Reduced turnover
    • Reduced short-term (and long-term) training costs
    • NOTE: Numerous reports suggest that it costs between 10 and 20 times an employee’s weekly wage to turn an employee over.
    • Reduced absenteeism
  • 15. The benefits of better hiring . . .
    • Increased member retention*
    • Reduced stress and workload on principals & managers
    • Improved overall performance of your entire team and company
    • * 70.2% of members reported ‘Professional Staff (polite, approachable, onhand) as a key factor in their ‘long term commitment to a club (AFIS2010)
  • 16. Lack of performance in your team could be the result of one of many common mistakes:
    • Insufficient focus on Human Resources
    • Filling positions, not hiring talent
    • Typical hiring ‘problems’ . . .
    • Cultural challenges
    • Unrealistic expectations
  • 17.
    • Failure to communicate expectations
    • Failure to orient and train new team members properly
    • Poor compensation – financial and/or emotional
    • Lack of the tools necessary to get the job done
    • Poor or non-existent team retention programs
    Lack of performance in your team could be the result of one of many common mistakes:
  • 18. Hiring problems – Hiring Qualifications
    • Hiring qualifications is like using an entrance exam . . . it has almost no predictive potential:
      • FACT: Entrance exams have 0% predictive power as relates to the ultimate performance of the individual
  • 19. Hiring problems - Interview
    • Inaccurate prediction of job performance based on interview. Studies have shown poor correlation between work performance prediction and actual performance based on interviews:
      • Reily and Chao (1982) reported 0.19 correlation
      • Hunter and Hunter (1984) showed 0.14 correlation
      • FACT: Many people interview better than they perform
      • FACT: Many people perform better than they interview
  • 20. Hiring problems . . . Resume
    • Inaccurate information from the resume/application:
      • FACT: Many people over-inflate past performances
      • FACT: Some people minimize their successes
      • TIP: Look at the ‘timeline’
  • 21. Hiring problems - References
    • Inaccurate information from references. Studies have shown poor correlation between work performance prediction and actual performance based on references:
      • Hunter and Hunter (1984) showed 0.26 correlation
      • FACT: Most ex-employers fear ramifications of negative comments
      • FACT: Many references are too vague to have relevance
      • FACT: Some are too positive – in an attempt to ‘help the person’
      • FACT: Some are too negative, unfair and critical
  • 22. In fact finding ‘Talent’ is more of an art than a science!
  • 23.
    • “ If you’re looking to . . .
    • Master the Talent Game . . .
    • PUT IT AT THE TOP OF YOUR AGENDA!”
    • Tom Peters - Re-imagine
  • 24. Tom Peters cites the following contrasts in today’s business world . . .
    • WAS
    • People are “important”
    • “ People power” as a slogan
    • HR pros as paper shufflers
    • Hire to “fill a position”
    • “ Competitive” pay and benefits package
    • Talent “pays its dues”
    • “ Training” is a department
    • Filling “diversity” slots
    • Women lag
    • Secure job with “potential for advancement”
    • “ Human Resources”
    • “ Staff”
    • “ Employees”
    • “ Associates”
    • “ Personnel”
    • IS
    • People are EVERYTHING
    • “ People power” as a strategy
    • HR pros as “Talent Scouts”
    • Hire to position a company for greatness
    • Excellent pay-and-benefits package
    • Talent claims its prize
    • Training is an obsession
    • Feeling the diversity imperative
    • Women lead
    • A Great Place to Work
    • Talent!
    • Talent!
    • Talent!
    • Talent!
    • Talent!
  • 25. Fundamentals
    • Talk ‘Talent’
    • Talk ‘Team’ not ‘Staff’
    • Find out what your team members are passionate about
    • Find the appropriate place for talent
    • Don’t waste talent
    • REMEMBER: You can’t change a person’s personality . . . make someone happy, friendly, etc.
  • 26. Tools
    • Challenging interview process
      • Make the process demanding
    • Excellent orientation system
      • Ensure, at the least, a good understanding of:
        • all departments functions
        • lines of communication
        • the company’s mission
        • non-negotiables
        • cultural imperatives etc.
        • specific position expectations
        • essential feedback ‘systems’
  • 27.  
  • 28.  
  • 29.  
  • 30. Tools
    • Professional and personal development
      • Eagle Academy
      • Conferences
      • Non-industry-specific learning opportunities
  • 31. Tools
    • Emotional compensation
      • Catch a Fellow Team Member Exceeding Your Expectations
      • Catch Us Exceeding Your Expectations
  • 32.  
  • 33. Tools
    • Emotional compensation
      • Catch a Team Member Exceeding Your Expectations
      • Catch Us Exceeding Your Expectations
      • Ready Fire Aim Award
      • Annual Awards Presentation for Cultural Imperatives
  • 34. Bottom line . . .
    • Create an awesome place to work, and you will attract talented people who are capable and able to achieve
    • extraordinary things!
  • 35.  
  • 36. Hiring process checklist :
    • Develop or refine position descriptions as needed
    • Establish creative recruitment methods
    • Develop systems for selecting top candidates
    • Develop/refine interview process
    • Develop reference check system
    • Develop offer criteria and benefits packages
    • Ensure that your compensation structure is strong
    • Develop aggressive orientation system
    • Develop and refine retention systems
  • 37. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 38. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 39. Develop or refine position description as needed
    • This is the point at which you truly commit to hiring process
    • Write a position description to attract the best
    • Establish non-negotiables in the process
    • Don’t use an old description for convenience’s sake
  • 40. Develop or refine position description as needed
    • Consider a position description with a review system built in
    • Consider using indicators and profiling systems that you are comfortable with to provide some guidelines for defining attributes relevant to the position, e.g. Myers Briggs
  • 41. Position description steps
    • Define the position in real terms
    • Consider and state the type of characteristics necessary to succeed in the position based on people who are excelling in that area in your club/s already
    • Consider the other individuals around the position and their potential impact on the person and shape the requirements to suit the situation
    • NOTE: “Harmony predicts performance”
  • 42. Tip:
    • If necessary, design a position description around a talent
  • 43. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 44. Establish creative recruitment methods
    • Be a ‘TALENT’ scout . . . look for talent in both obvious and unlikely places
    • Be obsessed with the pursuit of TALENT
  • 45. What is Talent?
  • 46. What does ‘talent’ look like?
    • Displays passion
    • Inspires others
    • Loves pressure
    • Craves action
    • Knows how to finish the job
    • Thrives on WOW
    • Imbibes EI
    • Sees the bigger picture
    • Likes to ‘break’ things and put them back together
    • Doesn’t understand ‘no’
    • Exhibits curiosity
    • Embodies “weird”
    • Exudes a sense of fun
    • Thinks at a high level
    • ‘ Gets’ Talent
    • Thrives on change
    • Looks for ‘win/win’
    • Wears the ‘other shoe’
    • Exudes creativity
    • Hates mediocrity
    • Solution provider
  • 47. Talent’s magnet: an awesome place to work
    • “ A place where people not only get paid ‘their due’, but also . . .
    • get to initiate and execute great things.”
    • A place where team members can,
    • “ . . . add Equity to their “Brand Called You”
    • Tom Peters – Re-imagine
    • NOTE: You can’t hire TALENT that doesn’t apply,
    • unless you aggressively recruit them
  • 48. You can ‘attract’ TALENT by being ‘an awesome place to work’
  • 49. Establish creative recruitment methods
    • Use media where people who are not necessarily looking for work would see your message, e.g. Radio, TV etc.
    • Ensure accurate targeting of your recruiting message
    • Look at segments of the population that will suit your demographics, e.g. older team members may suit a senior-friendly club
    • NOTE: Older team members can be more stable, credible, reliable . . . but may not adjust to change as readily
  • 50. Promote from within
    • Cross-train from the outset
    • Know your people and their passions
    • Mentor ahead of time
    • NOTE: Opportunities for advancement decrease turnover
    • REMEMBER: Often people aren’t broken, they’re simply ‘misplaced’
  • 51. Team member referrals
    • Talented team members usually associate with like-minded individuals... some of the best applicants are referrals from good employees
    • NOTE: You will get a higher rate of success than with the general public pool
    • REMEMBER: Known applicants are far more ‘predictable’ than unknown applicants
    • TIP: Referral bonus money can be ‘money well-spent’
  • 52. Networking
    • Community contacts
    • Community partners
    • Like-minded businesses
  • 53. Things to watch out for
    • Take care in hiring current members
      • Don’t advertise to members
    • Avoid lots of part-timers
  • 54. Hire for . . .
    • People with a history of caring and empathy
  • 55.  
  • 56. Hire for . . .
    • People with a history of caring and empathy
    • A good cross section of real people
  • 57.  
  • 58. Hire for . . .
    • People with a history of caring and empathy
    • A good cross section of real people
    • People who want to change ‘ others’ lives
  • 59.  
  • 60. Hire for . . .
    • People with a history of caring and empathy
    • A good cross section of real people
    • People who want to change ‘ others’ lives
    • Emotional Intelligence over ‘qualifications’
    • Personality (positive, smile)
  • 61.  
  • 62. Hire for . . .
    • People with a history of caring and empathy
    • A good cross section of real people
    • People who want to change ‘ others’ lives
    • Emotional intelligence over ‘qualifications’
    • Personality (positive, smile)
    • Integrity (honest, reliable – a team member)
    • Attitude
    • People who love growing people
  • 63. Don’t hire . . .
    • Uninterested de-conditioned people
    • Egocentric people
  • 64. Don’t hire . . .
    • Uninterested de-conditioned people
    • Egocentric people
    • Without a role play or visual review in the position
    • Clones . . . hire complementary team members
  • 65.
    • Don’t rush or compromise the hiring process . . . having a succession plan for all key team members will help alleviate critical human resource issues arising
  • 66. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 67. Develop systems for selecting top candidates
    • Don’t delegate hiring responsibilities
    • Relevant work experience is often more valuable than higher education
    • Take advantage of information and indicators from the candidate’s application and initial call
    • Identify ‘Knockout Factors’, don’t waste time
  • 68. Develop systems for selecting top candidates
    • Avoid institutionalized minds (from bureaucracies)
    • Look for mindset, not skill set
    • Make the interview process challenging, e.g. multiple interviews - this shows you many sides of the candidate
    • On the other hand - value any history you, or members of your team, have had with the candidate over unknown candidates
  • 69. Develop systems for selecting top candidates
    • Identify the characteristics of those who are thriving in your company & prepare to interview for those characteristics
    • Use a combination of objective, criteria-driven screening and be aware of your intuitive responses to your interactions
    • Look for negative/positive attitude traits
    • NOTE: Beware of candidates that are highly critical of former employers
  • 70. Develop systems for selecting top candidates
    • Be very aware of how the candidate treats those who apparently aren’t ‘important’
  • 71. "You can easily judge the character of others by how they treat those who they think can do nothing for them or to them.“ - Malcolm Forbes
  • 72. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 73. Simple pre-interview candidate checklist:
      • Do they have the minimum qualifications for the job?
      • How badly do they desire/need the job?
      • Will candidate enjoy long-term success and move toward, or achieve their goals in your company?
      • Are their minimum requirements met by the position
      • NOTE: Respond to inquiries, even if you’re not offering an interview
  • 74. Simple pre-interview candidate checklist:
      • 5. Will their attitude, personality, integrity and Emotional Intelligence enable top performance?
      • NOTE: Be prepared to coach skills, not character
      • 6. What predictors indicate possible tenure?
      • 7. Do they share the ‘Fitness Ethic’?
  • 75. Interview outline :
    • Provide right interview environment to gather the kind of information you’re looking for
    • Get acquainted and make them comfortable
    • Explain purpose
    • Describe interview plan
    • Conduct interview
    • Explain next steps
    • Thank candidate and walk to the door
  • 76. Creative interview options . . .
      • The best way to evaluate:
      • people is to watch them work, interact and communicate in your environment . . . create ways to explore these elements
      • connectivity and cultural fit is to have team members interview the candidate
  • 77. Interview pitfalls
    • Avoid illegal queries
    • Take the interview seriously—come prepared.
    • Remember the candidate is also interviewing you and the quality of your company.
    • Don’t be afraid of silence . . . let the candidate do 75-80% of the talking in interview
  • 78. Interview pitfalls
    • Don’t ignore your instincts
    • Conduct a variety of interviews to allow for different situations and perspectives
    • Choose narrowly defined and well crafted interview questions . . . not stock questions
    • NOTE: Ask the same question of successive applicants
  • 79. Questions to get to the heart of things
    • Why here, why this company?
    • Tell me about a time where you outdid yourself, where everything went well and was effortless ?
    • Tell me something about yourself?
    • If you had a magic lamp . . . ?
    • What do you know about this company?
    • Tell me a joke . . .?
  • 80. Clues
    • Pay attention to . . .
    • Dress & appearance
    • Body language
    • Physical contact
    • Eye contact
    • Mirroring language (verbal & non-verbal)
    • Voice tonality
    • Did they do their homework?
    • What does their car look like?
  • 81. What are you really looking for in the interview?
    • Does candidate have the qualities needed to thrive in your environment?
  • 82. Remember . . .
    • What you know changes,
    • who you are doesn’t
  • 83. Look for intrinsic qualities you can’t teach…
      • Emotional energy
      • Emotional stress
      • Commitment to work
      • Attention to detail
      • Desire for change
      • Consideration for others
      • Courage
      • Optimism
      • Self-esteem
      • Assertiveness
      • Self direction
      • Tolerance
      • Sociability
  • 84. Emotional Energy is . . . . . . the energy a person has to cope with stress, frustration, conflict, or pressure - that part of physical energy used to accomplish personal drives
  • 85. Emotional Stress is . . . . . . the degree to which a person is troubled by uncomfortable feelings. It is the sum total of both environmental and physical factors that are presently troubling or bothering a person.
  • 86. Commitment to Work is . . . . . . the tendency to work hard, to get things done, and to take responsibility.
  • 87. Attention to Detail is . . . . . . the degree to which a person pays careful attention to what he or she is doing. It tends to indicate the degree to which a person strives for precision in tasks. Together with ‘Commitment to Work’ these two indicators encapsulate ‘work ethic’.
  • 88. Desire for Change is . . . . . . the degree to which people like change in their environment, in what they believe, or in their behavior.
  • 89. Consideration for others is . . . . . . how understanding, thoughtful, helpful, honest, and responsible the person is.
  • 90. Courage is . . . . . . the willingness to risk injury, loss, hardship or physical discomfort to reach a desired goal.
  • 91. Self Esteem is . . . . . . the tendency to value oneself and be self-accepting. It is an indicator of how well people like and see themselves and this ultimately affects their relative view of others. “ Self awareness is at the core of EI”
  • 92. Optimism is . . . . . . the degree that you see the world in a positive or negative light. There are extremes at both the positive and negative end of the scale . . . each have their challenges.
  • 93. Self-direction is . . . . . . the tendency to form opinions, set goals and make decisions.
  • 94. Assertiveness is . . . . . . the degree to which a person tries to motivate others to believe or do something. It can also be the degree to which they resist complying with others.
  • 95. Tolerance is . . . . . . the degree to which a person is patient or willing to put up with inconvenience from circumstances and others. A tolerant person doesn’t anger easily.
  • 96. Sociability is . . . . . . the tendency to meet people, initiate conversation, spend time talking, and be group oriented.
  • 97. In summary, these traits add up to . . . E motional I ntelligence
  • 98.
    • Your ability to get along with others, your capacity to manage your attitude, your ability to handle stressful situations all determine your success in the workplace (and in your personal life).
  • 99.
    • In short your level of Emotional Intelligence is the greatest determinant of your success at work (and at home) in the long term.
  • 100.
    • Emotional Intelligence
    • By Daniel Goleman, PHd.
    • Measuring Emotional Intelligence,
    • by Steve Simmons, M.Ed. and John C. Simmons Jr.
    Applying the principles of Emotional Intelligence . . .
  • 101. What do you NEED to know at the end of the interview process?
      • Is it your expectation that the candidate:
      • can excel at the position in question?
      • can and will commit for the minimum acceptable period of time?
      • will fit into the culture easily?
      • will complement their immediate team mates, and ultimately the team at large?
  • 102. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 103. Develop a reference check system
    • Attempt to get specific feedback from references
    • Seek ‘independent references’
    • Use professional reference checking services for critical positions, e.g. Daycare
    • Worst case scenario, ask if the company would hire the candidate again
  • 104. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 105. Develop offer criteria and benefits packages
    • Be honest about what you have to offer
    • Ensure parity in compensation packages for new team members with existing team members
    • Focus on growing benefits package over time
    • Offer a competitive salary
    • Practice what you preach with membership included in the benefits package for all levels of team members
  • 106. Develop offer criteria and benefits packages
    • Ensure benefits are truly that . . . esp. ‘extras’ such as membership
    • Ensure appropriate terminology is included in any offer to safeguard your best interests, e.g. employment is ‘at will’
  • 107. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interview Choose candidate check references Prepare an offer Provide attractive compensation
  • 108. Ensure that your compensation structure is strong
    • Pay the best (you can) and get the best you can
    • Consider industry averages and local forces
    • Also compare yourself to like industries or position status, e.g. IT, sales
    • Ensure that the individual will be at least ‘comfortable’ on their package (if it is within your parameters) at the beginning
      • EXCEPTION: Commissioned positions
  • 109. Ensure that your compensation structure is strong
    • Compensation should be guided by performance, not sentiment
    • EOY bonuses should have an objective component and a subjective component
    • EOY bonuses are a great way to make up for negative anomalies
    • NOTE: If you feel you have paid someone too much you may need to review their responsibilities or position
  • 110. Ensure that your compensation structure is strong
    • If you want to keep people you need to understand their needs and try to go 10% above what you think is fair!
    • If you have the right people they will try and give you 10% more than they feel they are earning!
    • It’s really like a relationship, if both parties are giving 110% it’s hard to lose!
  • 111. Forms of compensation - financial
      • Salary
      • EOY bonus
      • On-the-spot bonuses
      • Regular reviews and compensation adjustments
  • 112. Forms of compensation - growth
      • Training subsidies
      • Personal development tracks
      • Professional development tracks
      • Industry conferences/courses (and out-of-industry)
      • Advancement opportunities (beware the ‘Peter Principle’)
  • 113. Forms of compensation - emotional Elton Mayo - The Hawthorne Effect The Hawthorne Effect: the proposition that workers are more motivated more by emotional than economic factors (ie., by being involved and feeling important, rather than by an improvement in workplace conditions).
  • 114. Forms of compensation - emotional
    • Public recognition
    • Private recognition
    • Day off, or ‘early mark’
    • Increased benefits
    • Lunch
    • Award program, e.g. ‘Catch us . . . ‘
    • Birthday lunches
    • Team appreciation days
    • EOY Team party
  • 115. Develop an aggressive orientation system
    • New-employee orientation (Launch)
    • Develop a checklist and have a form of public accountability for this orientation system
    • Don’t forget to TRAIN after a good hire!
    • Have set check points to ensure that the new team member is on track and receiving the support and training necessary to succeed
  • 116. Commit to the hiring process and beyond . . . Establish need Manage retention systems Develop/refine position description Recruit the best Choose top candidates Conduct interviews Choose candidate check references Prepare an offer Provide attractive compensation
  • 117. Develop and refine retention systems
    • Retention is not a one-time deal, it is a consistent and continual improvement process
  • 118. Develop and refine retention systems
    • Create job value through:
      • Excellent communication
      • Developing relationships and camaraderie
      • Providing role models and mentors
      • Public and private acknowledgement of contributions
      • Being human
      • Rewarding excellent failures (right motivation, wrong outcome)
      • One vision/one mission, e.g. mission first, people always!
  • 119.  
  • 120. Make work worthwhile and FUN
    • You want your team to feel good about working for the company and looking forward to coming to work
      • NOTE: Beware of negative ‘pressure’ that makes the environment unattractive to the service minded individuals you seek
  • 121.  
  • 122. Create FLOW for all team members FLOW Degree of Difficulty Degree of Competence Boredom Stress
  • 123. Development
    • Don’t forget to train and develop long-standing employees as well as new hires!
    • Develop your managers to assume additional responsibilities.
      • REMEMBER: Good performance at mid-level doesn’t guarantee success in management positions
  • 124. Present an even-handed work environment
    • To excel your company must have consistent performance standards that all adhere to
    • Fairness is determined by clear expectations and consistent enforcement of standards
    • Firing can be part of retention
    • NOTE: One negative employee can bring down the whole energy level of your team.
    • If the employee’s concerns have received fair hearing and still don’t improve, let go.
  • 125. The Talent 25 – According to Tom Peters
    • Put people first
    • Be obsessive in the pursuit of talent
    • Pursue the best
    • Weed out the rest
    • Focus on intangibles
    • Change the profile of HR
    • Forge a bold HR Strategy
    • Take reviews seriously
    • Pay up!
    • Set Sky-High standards
  • 126. The Talent 25 – According to Tom Peters
    • Train! Train! Train!
    • Cultivate Leadership Aspirations from the Get Go!
    • Foster open communications
    • Lead by “Winning People Over!”
    • Reward “People Skills!”
    • Show Respect!
    • Embrace the Whole Individual
    • Measure for Uniqueness
    • Honor Youth!
    • Create Opportunities to Lead!
  • 127. The Talent 25 – According to Tom Peters
    • Relish Diversity!
    • Liberate Women!
    • Celebrate the Weird Ones!
    • Provide a Setting for Adventure
    • Talent Rules . . . TALENT=BRAND. And BRAND=TALENT
  • 128. ‘Required’ reading . . .
  • 129. Bottom line . . . Talent is everything!
  • 130. Bibliography and Thanks
    • Emotional Intelligence - By Daniel Goleman, PHd.
    • Measuring Emotional Intelligence - by Steve Simmons, M.Ed. and John C. Simmons Jr.
    • Re-imagine – by Tom Peters
    • Peak Performance Articles –
      • Find, Recruit & Retain Key Employees - Dave Bradshaw
      • 19 Golden Rules for Hiring the Right Staff - Tim Webster
      • Hire for Attitude, Train for Success - Brent Darden
      • Hiring The Best…Interview Techniques That Work - Scott A. Chovanec
      • Staff Your Club With Sales Superstars - Jim Smith
    • SPECIAL THANKS TO:
    • AFIS - EzyPay, IHRSA, John McCarthy, The Nielson Group, Fast Company, Idea Bridge, Mincu & Associates
  • 131. Slides are available at www.slideshare.net HIRE HARD, INVEST IN A TEAM, REAP THE REWARDS.pps