Soft Skills, Hard Benefits

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Assess the key predictors of successful hires in this eBook.

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Soft Skills, Hard Benefits

  1. 1. Soft skills, hard benefits. Assessing thekey predictors of successful hires.
  2. 2. Resign yourself to this reality. Introduction Want to hire a superstar? Good luck. Odds are you’ll fail. We’re sorry to have to present these painful truths, but facts are facts: Thenumbers areabsolutetortureto anyonecharged with finding and keeping talent. * Source: “Hirefor Attitude” Forbes, January 23, 2012 † Source: “Hiring for attitude: Research & tools to skyrocket your success rate” Mark Murphy, Leadership IQ, 2012
  3. 3. Hiring well is hard. Introduction
  4. 4. ‘Soft skills’ are the hard part. Introduction Research has proven over and over again that proficiency in a short list of competency areas, which focus on soft skills, are the true predictors of success in almost every job.
  5. 5. How do you predict success? Introduction You know what could go wrong, right? That person… He or she dressed perfectly. Great answers. Warm smile. Cool customer. The candidate seemed so ideal for the job. Then, they accepted the offer. And joined the organization. And poisoned it. Productivity suffered. Client relationships got rocky. Morale took a dive. The happy ending came when their employment finally ended. Why couldn’t you see this coming?
  6. 6. The key to predicting future performance: past performance. Introduction
  7. 7. Professionalism Interpersonal skills Problem solving and adaptability Personal value
  8. 8. Professionalism 1 — Professionalism tops thelist of success predictors. Havewestated theobvious? Yes. Professionalism is the“priceof entry” for most positions (unless you valueunprofessional workers).
  9. 9. Professionalism Interpersonal skills Problem solving and adaptability Personal value commitment
  10. 10. Interpersonal skills 2 — Can personality tests provideinsights regarding a candidate’s interpersonal skills? Yes. Can they reveal how well thecandidateworked in team situations in prior jobs? Not very well. You need a better sourceof data.
  11. 11. Professionalism Interpersonal skills Problem solving and adaptability Personal value commitment Managing others Leadership
  12. 12. Problem solving and adaptability 3 — Problem solving and adaptability arealso top predictors of success. Essentially, every job calls on somedegree of problem solving; specifically, theemployee’s ability to assess and analyzeissues and identify solutions. What’s more, every job requires adaptability to changing conditions.
  13. 13. skills Problem solving adaptability Personal value commitment Managing others Leadership
  14. 14. Personal valuecommitment 4 — As someonerelied upon to evaluateand hiretalent, you must assess a candidate’s personal values such as ethics and honesty (or lack of).
  15. 15. adaptability Personal value commitment Managing others Leadership
  16. 16. Managing others 5 — A great number of positions demand management skills, and for many of thosethat don’t, you probably hope a new hirecould befuturemanagement material.
  17. 17. Personal value commitment Managing others Leadership
  18. 18. Leadership 6 — Thetruly high-profilejobs – whereleadership is required – call for an even larger set of competencies. And predictability is often even moreevasive.
  19. 19. The futureof your organization depends upon assessing the past performance of your job candidates. Conclusion
  20. 20. Conclusion Traditional assessment and hiring techniques aren’t working. Organizations are still plagued by high turnover, mediocre performance, and hiring inefficiency. A scientific assessment of past work performanceis the singlebest predictor of future job success.
  21. 21. WANT TO LEARN MORE? CLICKBELOWTODOWNLOAD THE FULLVERSION OF THIS eBOOK. Download Full eBook

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