How to Hire Top Talent to Create a Purpose-Driven Business


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Brian Mohr, Co-Founder & VP of Growth, Y Scouts
Evolution of Management - The way we hire and manage employees has evolved over the centuries. Historically (industrial revolution, scientific management) people were hired and supervised to perform specifically-designed tasks, with a great focus on optimizing productivity. We still see the effects of those roots today. Later, the bureaucracy developed, and behavioral management emerged between the 1920s to 1950s to focus more on the real needs of employees. In recent decades we've seen much emphasis on management science (six sigma, lean) ad its main focus remained often on process or productivity rather than on people.
State of our Workplace Today - Despite contemporary thought leaders (like Peter Drucker, or the emergence of Servant Leadership), today's workplace still produces much unproductive stress, eliminates much creativity and inspiration, and is characterized by high levels of disengagement. This in turn leaves significant opportunities for productivity, growth, and profitability on the table.
Research on Purpose – One of the key pieces we believe is missing is “purpose”. In Daniel Pink’s research on what really motivates people, he finds that purpose is one of the three main drivers. In Gallup’s research into why people follow, “hope” is one of the main factors. Dr. Seligman’s research in the area of positive psychology shows that having a sense of purpose is a key route to high well-being. Purpose is good for people, but for business as well. A range of studies has demonstrated the far-superior results that purpose-driven companies obtain over their money-driven counterparts.
Implications for You – For most companies this means there is a need t0 discover what their purpose is, to communicate, Y Scouts is proposing three main implications. First, what is your purpose? What are you most passionate about, and what are you doing to pursue that? Second, how can you help others find and pursue that? Second, how can you help others find and pursue their purpose? You have great influence over your existing employees (casting them in the right roles) as well as your new hires (interviewing them for fit and purpose). And thirdly, how can you develop and focus your managers and employees on their strengths? To allow purpose to thrive, managers will need to respect the employee for who he/she is and focus on bringing the best out in them.
What We Do – How Y Scouts can help

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  • In one sentence, please write down why you get up to go to work everyday (not for the paycheck)? – provide a few minutes- Was this difficult, and was this the first time you’ve truly thought about this question?Does your purpose drive you every single day?Do you think this same purpose drives the majority of your employees every day? Do you know why your employees come to work each day?
  • Industrial Revolution (1760 – 1840)Started in Britain and spread to western Europe and USBoth adults and children workedHiring blue-collar workers relied on employee referrals, specifically through family networks On-the-job training rather than reliance on educationWhite-collar firms worked differently - they relied on high-school education rather than on on-the-job training, getting trained workers at zero costScientific ManagementIn 1909, Frederick Taylor published “The Principles of Scientific Management” in which he proposed that by optimizing and simplifying jobs, productivity would increaseTaylor's four principles:Replace working by "rule of thumb," or simple habit and common sense, and instead use the scientific method to study work and determine the most efficient way to perform specific tasks.Rather than simply assign workers to just any job, match workers to their jobs based on capability and motivation, and train them to work at maximum efficiency.Monitor worker performance, and provide instructions and supervision to ensure that they're using the most efficient ways of working.Allocate the work between managers and workers so that the managers spend their time planning and training, allowing the workers to perform their tasks efficiently.Bureaucratic and Administrative ManagementMax Weber (1864-1920) was a German sociologist who approached management by focusing on organizational structure, dividing organizations into hierarchies with clear lines of authority and controlWork specialization and division of laborAbstract rules and regulationsImpersonality of managersHierarchy of organization structureMax Weber (1864-1920) was a German sociologist who approached management by focusing on organizational structure, dividing organizations into hierarchies with clear lines of authority and control. This meant that managers were given “legal authority” based on their position in the organizational structure, to enforce rules and policy.Weber’s bureaucratic system helped large organizations to function in a more stable, organized and systematic manner. However, by doing away with personality based or charismatic leadership, individuality and creativity is often sacrificed. Bureaucratic leaders and workers are required to obey rules and do only what they are told. The result is that these leaders seldom think “outside the box” and therefore find it very difficult to adapt to changing environments and new challenges.Human Relations ManagementElton Mayo (1880-1949), a Harvard professor who proposed that managers should become more “people-orientated”“Logical factors were far less important than emotional factors in determining productive efficiency”Use social groups and “group pressure” as opposed to organizational structuresRevolutionized the role of managersElton Mayo (1880-1949) was a Harvard professor who proposed that managers should become more “people-orientated” (Smit & Cronjé, 2002, p43). Conducting experiments on conditions in the workplace and incorporating the well-published findings of the Hawthorne Studies, Mayo declared that “logical factors were far less important than emotional factors in determining productive efficiency” (George, 1968, p129). He concluded that participation in social groups and “group pressure”, as opposed to organizational structures or demands from management, had the strongest impact on worker productivity (Smit & Cronjé, 2002, p43).Mayo’s findings once again revolutionized the role of managers in organizations. The work performed by individuals has to satisfy their “personal, subjective” social needs as well as the company’s productive requirements. He and other proponents of this movement therefore called for managers to “accept a new role” in their relationship with workers; develop a new concept of authority; and help foster a new social order in the workplace (George, 1968). In practice managers were encouraged to consult workers about change, take note of their views, and to show concern for their physical and mental health (Wren, 2005, p. 293).NEO CLASSICAL THEORY — HUMAN RELATIONS APPROACH
This school of thought developed between 1920s to 1950s felt that employees simply do not respond rationally to rules, chains of authority and economic incentives alone but are also guided by social needs, drives and attitudes. Hawthorne Studies at GEC etc., were conducted then. It was quite natural that in the early phases of the industrial revolution, the emphasis was on development of techniques and technology. The attention to the human factor was the salient aspect of this school of thought. This attention was to serve as a precursor to the development of behavioural sciences.Operations Management / Management ScienceApplication of statistics, optimization models, information models and computer simulations to achieve organizational effectiveness.Three main branches:Management Science (It stresses the use of mathematical models and statistical methods for decision-making.) SIX SIGMAOperations Management (It deals with the effective management of the production process and the timely delivery of an organization’s products and services. LEANManagement Information Systems. (Management information systems focuses on designing and implementing computer-based information systems for business organizations.)
  • TRANSITION:Many of usdon’t trust our managerorthecompanyweworkfor. Ourworkenvironmentdoesnotengageus, letalonestimulateourcreativethinking.And thiscarriesoverdirectlytothe performance and success of ourselves, and thecompanyweworkfor.So whatismissing? Wethinkitis PURPOSE. Letustellyouwhy.
  • Pleasure, engagement, and meaning are alluniquepredictors of individuals’ well-being. Weexploredtherelationshipbetweenthepursuit of each of thesepathways and well-being. Participants (N = 13,565) visited a website and completed a measureabouttheirorientationtowardpleasure, engagement, and meaning as a pathwaytohappiness as well as measures of subjective and objectivewell-being (OWB). Allthreepathwayscorrelatedwithhigherlevels of subjectivewell-being (SWB). Pursuingengagement and meaning, however, were more stronglyrelatedto SWB thanpursuingpleasure. Objectiveindicators of well-being, includingmeasures of occupational and educationalattainment, displayed a similar pattern, withengagement and meaningpositivelyrelated, whereaspleasurewasnegativelyrelated. Althoughtheseresults are merelycorrelational, itsuggeststhatengaging and meaningfulactivitiesmayhavestrongerinfluencesonwell-beingthanpursuingpleasure.
  • This is based on a Gallup Poll, asking Americans to think of the best leader they’ve had in their lives, and why they have followed that leader (open-ended question). The responses fell into these four main buckets: Stability (=predictability, knowing what is expected, no change in programs every week)Trust (=doing what you say you’ll do, transparent, real)Compassion (=caring, respectful)Hope (=purpose, values, pursuing the greater good)
  • TRANSITION: strong and purposeful cultures do not only drive and engage employees. The data (revenue growth, higher stock returns) also suggests purpose works better in the (external) marketplace. This study shows the consumers’ preference for sustainable products over an equal product for just a lower price.
  • What is YOUR purpose? What are YOU passionate about? (start with yourself)Fulfillment comes from serving, from givingWhat will you do with what has been given to you (your income, influence, talents) (Rick Warren)What difference am I making to people around me (who am I helping)? (Clay Christianson: How will I measure my life?)2. Employees Instill discussions about purpose and passion – start with your managersAs HR, you are the casting directors – get close to people so you can help get the right person in the right roleThis INCLUDES taking people out that don’t fit the purpose or values and needs of the companies2.New HiresThe values and purpose of a person are not visible on LinkedIn or the resume. Need to incorporate this into your interviews or hire Yscouts to help you with your search.3. Strengths – see next slide. Remember the Engagement Pathway to Well Being (Seligman)
  • From interviewing companies that pursue Purpose we learned:I. Discovery – It can take and evolve over a several years before it’s “born”
  • How to Hire Top Talent to Create a Purpose-Driven Business

    1. 1. What’s Your WHY?
    2. 2. What’s Your Why?• Evolution of Management• State of Our Workplace Today• The Y Scouts Experiment• Research on Purpose – Why it Matters• Implications for You and Your Business
    3. 3. Evolution of Management1760 – 1840’sIndustrialRevolutionEarly 1900’sScientificManagementBureaucratic & AdministrativeManagement1920’sHuman RelationsManagement1940’sOperations Management& Management Science1980’sModern ManagementPresent Day
    4. 4. Where Are We Now?• 9/11 highlighted the fragility of life• The 2008 economic crash shattered oursense of stability, and questioned theintegrity of capitalism and corporateAmerica• Technology & the internet have changedour world forever• Research on the quality of our workenvironment shows there is much roomfor improvement
    5. 5. • Gallup Q12 Survey Results– Engaged = 29%– Disengaged = 52%– Actively Disengaged = 19%• Actively disengaged employees cost theAmerican economy up to $355 billionper year in lost productivity(Gallup Business Journal)• 60% of workers would change careers ifthey could do it over again(Yahoo! & Parade Magazine)Engagement By Numbers
    6. 6. -79.5-45.6-29.9-18.1- PercentileAverage%Gain/LossinProfitabilitySource: Gallup Meta-AnalysisCopyright © 2005 The Gallup Organization, Princeton, NJ. All rights reservedEngagement Drives Profitability
    7. 7. What Neuroscience Teaches Us• Job Pressure is the # 1 cause of stress inthe US (2012 study, American Psychological Association)• Chronic stress shrinks the brain’sfunctions that enable human beings tobe goal directed, creative, and to sustainhigh levels of performance(Don Joseph Goewey)• Only 10% of people do their bestthinking at work(David Rock, Your Brain at Work, study of 6,000 workers)
    8. 8. So What’s Missing?
    9. 9. The Y Scouts Experiment
    10. 10. Meet KristinWhy did Kristin join the Y Scouts Talent Community?I have decided to join the Y Scouts Talent Community because you understand that the best peopledont check their passion at the door to the workplace; their passion is part of their work and infusesall that they do. I am one of those people who loves being part of a team that bringsinnovative, holistic and empowering solutions to market. So as I look towards the next step in mycareer, I want to harness that passion to create value for the company and those they serve.Why is Kristin a great candidate?A company would want me on their team because I bring passion, dedication and innovativesolutions to drive positive bottom-line results that consistently exceed expectations.Why does Kristin work?In all that I do - both personally and professionally - I work to make the world a better place to liveand give people the tools to empower their own lives.
    11. 11. Meet FrancescaWhy did Francesca join the Y Scouts talent community?The Y Scouts approach is ideal for me and many I know, because it focuses on the right things that Ibelieve will make placement successful. I can add so much value if my passion and purpose are engagedin my work. I cannot stand a show-up-from-9-to-5 kind of job. I want to be inspired to go above andbeyond every day that I work. To find the "hidden" value most people wouldnt look to find.Why is Francesca a great candidate?I am highly purpose-driven, and that energizes me to constantly go above and beyond to get results. Isee opportunity everywhere and love getting clever and creative to build collaborations that drivevalue. I love working in teams and supporting others. Challenges do not daunt me-- I am inspired to findsolutions. I bring expertise in marketing, strategic planning, relationships, teammanagement, technology, corporate social responsibility, and community engagement. If anorganization is looking for solid strategies, detailed planning, team cohesion, fresh ideas, well-communicated value, relationships and referrals, and of course building business value through socialvalue, I can significantly contribute to those goals.Why does Francesca work?To build business value through social value
    12. 12. Meet RoyWhy did Roy join the Y Scouts talent community?You are different. Your platform makes sense, your objectives are clear. That being said, I am seeking my "Y" andthroughout my search Ive seen various forms of recruitment and job search sources but yours is different. I feel the YScouts Talent Community looks like it could be a tremendous resource in helping me find the unique, purposeful fit Iseek. I am absolutely looking for that intersection of passion, purpose and work. When I heard about Y Scouts from acolleague I was immediately interested in learning more. Here I am...Why is Roy a great candidate?Well, Im different. Not your ordinary, run-of-the-mill business development, communications or marketing executiveor business manager. Ive experienced diverse industries, companies and organizations, from consumer tosecurity, from business to political. Im entrepreneurial, mission-oriented and bring a versatile skill set that includesstrategic, creative and collaborative abilities. I enjoy a challenge and love rolling up the sleeves, leading or being a partof a team. I want to make a meaningful contribution by engaging my skill set, experience and vision within anorganization that in and of itself is making a contribution towards....something. Bettering humanity? Securing ourcommunities? Developing leadership? Helping others succeed? It could be a number of missions (business or non-profit) that inspire me to engage and dedicate. I think possessing the desire to contribute towards a mission is aprimary reason an organization would want me on their team. Most critically, I will bring a dedicated effort andpassion to the given mission. Loyalty to the organization, team and the mission.Why does Roy work?Originally it was to earn a million dollars but now its to create impact, make a difference and to help others in anynumber of ways..
    13. 13. Drive, Daniel Pink, 2011The Truth About Motivation
    14. 14. Pathways to Well-BeingPleasureEngagementMeaningPursuit of pleasure, engagement, and meaning: Relationships to subjective andobjective measures of well-being, Stephen Schueller & Martin Seligman, 2009
    15. 15. Goodmans Interior Structures
    16. 16. Why People FollowStabilityTrustCompassionHopeStrengths-Based Leadership, Tom Rath & Barry Conchie (Gallup), 2009
    17. 17. Built To Last, Jim Collins and Jerry Porras, 1994Built to LastIn their study about what makestruly exceptional companiesdifferent from othercompanies, Collins & Porras foundBuilt-to-Last companies to have anextraordinary sense of purposeThose companies alsooutperformed their comparisoncompanies six times incummulative stock returnsCore Ideology• Core values• Core purposeEnvisioned Future• 10-to-30-year BHAG• Vivid description
    18. 18. Culture Drives PerformanceIn a study among 207 U.S. companies in 22 differentindustries over an 11-year period, companies thatbalanced their stakeholders and managed theircultures well (versus those that did not):• Grew revenues 4 x faster by 682% (versus 166%)• Increased net income by 756% (versus 1%)• Grew stock prices 7 x faster by 901% (versus 74%)• Created jobs 7 x fasterCorporate Culture and Performance, John Kotter and James Heskett, 2011
    19. 19. “Long-term profits are maximized by not makingthem the primary goal.”John Mackey, founder and CEO, Whole Foods
    20. 20. Consumers Want A Better World• 83% of consumers are willing to change theirconsumption habits if it can help make tomorrow’sworld a better place to live• 61% have bought a brand that supports a goodcause even if it was not the cheapest brand• 65% of people have more trust in a brand that isethically and socially responsible• 67% would switch brands if a different brand ofsimilar quality supported a good cause• These beliefs are particularly strong among mothersand millennials (2010 Cone Cause Evolution Study)Edelman “Goodpurpose” survey of n=6,000 consumers 16-64 yrs of age across 10 countries, 2009
    21. 21. Speaking of Millennials…..
    22. 22. Purpose Matters. Now What?
    23. 23. Implications for You and Your Business1. What’s Your Why?2. How can you help others find andpursue their purpose?– Your employees– Your new hires3. How can you develop and focusyour managers and employees ontheir strengths?
    24. 24. Building Your Foundation on PurposePurposeDiscoveryPromiseMakingAlignment of Strengths(Mngt & Employee Development)Phase IDISCOVERINGPhase IIPROMISINGPhase IIILIVINGAlignment of Practices(Hiring, Evals, Rewards, …)New Hires
    25. 25. Recruiting on Purpose1. Advertise opportunities by startingwith Purpose (Share Your Why)2. Leave room in your job ads forcandidates to engage – let them‘own’ the role3. Leverage scientific assessmenttools to help define success
    26. 26. “Life is never made unbearable bycircumstances, but only by a lack of purpose ormeaning.”Dr. Viktor Frankl
    27. 27. Max Hansen–– 480-374-7103 direct– @maxhansen44Brian Mohr–– 480-374-7104 direct– @brianmohr