Hiring The Best


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Performance-based Hiring

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  • Hiring The Best

    1. 1. PERFORMANCE-GRADING HIRING THE BEST• Performance-based• Results-focused by Glenn Powell
    2. 2. Director, Faculty and Staff Human Resources • Minimum of a Bachelor’s Degree in Business or Public Administration, Human Resources Management, or related field. Masters’ Degree highly desirable. • At least seven years of HR experience, with at least five years of experience in a supervisory capacity. • Experience in higher education is required. • Demonstrated experience administering disciplinary programs, and in handling and responding to complaints. • Proven leadership and the ability to manage, inspire and lead a team of dedicated professionals in a customer service oriented HR environment.
    3. 3. APPLICANT SHORT LIST• Michele Blair• George Stone• Connor Stein
    4. 4. Who’s Your Super-Star Now!
    5. 5. Department of Labor Survey• 85% -- Of Applicants Are Unfit For The Job• 55% -- Of Employees Are Dissatisfied With Their Job• 46% -- Of New Hires Leave W/N 18 Months• 30% -- Of Business Failures Are Due To Poor Hiring Decisions
    6. 6. Most Effective Screening Criteria??1. Highest level degree and greatest years of experience?2. Experience that best matches the “Perfect Candidate Profile”?3. Documented accomplishments in meeting /exceeding the key deliverables of the position?
    7. 7. Carnac the Magnificent
    8. 8. Sometimes They Just Don’t Get It!
    9. 9. Variables Which Determine Hiring Success1. Availability2. Selection
    10. 10. PerFormance - Grading Best of the Best• Performance-Based Profiles – Lou Adler• Top-Grading - Bradford Smart
    11. 11. TALENT-CENTRIC “The single most important driver oforganizational performance and individualmanagerial success is talent. The ability to…hire the best…is what distinguishespremier companies from mediocre firms.” Bradford Smart, Ph.D. author of “TOPGRADING, HOW LEADING COMPANIES WIN BY HIRING, COACHING AND KEEP THE BEST PEOPLE”
    12. 12. Creating your own ‘A Team’”• TopGrading -- “To fill every position in the organization with an A player”• A Player – “One who qualifies among the top 10% of those available for the job.” – Best “Bang for Buck” – Exists at all salary levels
    13. 13. Importance of Top-Grading– Contribute more – Implement change more effectively– Innovate more – Develop higher quality work– Develop better business strategies – Demonstrate better team work– Take more initiative – Identify more innovative work processes
    14. 14. What Attracts “A” Players1. Challenging work*2. Personal development / Mentors*3. Advancement*4. Working with other stars*5. Organization support and resources*6. Compensation*Does the traditional job description posting mention any of these items that willdraw the best passive candidates to your job listing?
    15. 15. RECRUITMENTIdentifying the Actual Position Requirements Position Success Profile
    17. 17. Job Analysis – Essential QuestionsEXAMPLES:1. What has kept incumbents from being successful in the past.?2. What do the best people in this job do differently than the average or below-average person?3. Whats the biggest problem the person will need to solve, or change initiative that will need to be implemented.?
    18. 18. Success ProfileEXAMPLES:• Vice-President of Research -- Create, implement, and monitor an approved strategic plan by the end of FY 2013, that would position the division as a leader in its field.• Chair of a Medical Lab and Radiology -- Implement programs that grow the research center and increase external funding by 40%.• Sr. Accountant – Close/reconcile the year-end ledger w/n 30 days.• Sales consultant -- Contact 30 new customers per quarter and initiate 10 new contracts.• Web Master -- Complete the website design analysis in 50% of the normal time.• Executive director -- Turn-around a division in 18 months that has been losing market share for the past five years.
    19. 19. Success Profile – Recruiting ManagerMajor objective: During the first year, convert the LSCS talent acquisition department into a flexible team that can meet all of the hiring needs of the institution with top quality people within three to four weeks of any opening.1. Evaluate and rebuild the team. Develop and implement an action plan to strengthen the department to meet the institution’s aggressive hiring needs.2. Identify the real hiring problems. Quickly understand the hiring challenges the organization is facing, determine budget needs to marshal resources, and obtain executive buy-in and approval.3. Prepare a process flow chart of the hiring process. Working with the team and IT, process-map the institution’s hiring process. Identify the key bottlenecks and implement short-term fixes.
    20. 20. Success Profile – Recruiting Manager (Cont.)4. Establish a workforce-planning process. Within 120 days, align workforce plan with the marketing forecast and business plan. Identify key hiring needs by job type for the next four quarters. Revise recruiting plans accordingly.5. Upgrade technology. Lead the effort to evaluate existing talent acquisition technology. Create and implement a plan to refit the technology platform to improve both quality of hire by at least 50 percent.6. Convert the talent acquisition department into a line function using performance-based metrics. Within 12 months, develop metrics to track real- time performance of critical hiring components. Work with IT to develop a web-based dashboard that all managers and recruiters can use to track the status of each search.
    21. 21. GREAT ADVERTISING ??
    22. 22. JOB SEEKING ACTIVITY OF Fully Employed VERY ACTIVE SEMI - ACTIVESUPER PASSIVE 8% TIP - TOER 22% 10% 16% Very Active Semi-Active 44% Tip-ToerEXPLORER Explorer Super Passive
    23. 23. PASSIVE VS. ACTIVE CANDIDATES82% vs. 8% vs. 10% Very Active 82% vs. 8% Semi- Active 8% & 10% 10% Passive Very Active Semi-Active Passive Seeker (Includes: Tip- Toer, Explorer , & Super Passive)
    24. 24. Sourcing Philosophy• Picture your perfect job applicants. They visit your employment website almost every day. They surf the web endlessly, going from major job boards to niche job sites, sifting through countless job descriptions until they find your postings. When they decide to “google” for job vacancies, they are willing to sort through 25 pages of similar vacancies until they locate your job description and apply for it.• If your recruiting strategy consists primarily of posting generic job descriptions on your employer career site or on major job boards, you are probably reaching 18% of the qualified candidates at best. At the worse, you are vying with your competitors for the same persistent applicants, many of whom are not the best available candidates.
    25. 25. EMPLOYEE VALUE PROPOSITION– Why do people come to work at your institution?– What do you offer that is unique?– What would make a passive candidate want to leave his/her current employer to work for you?– How can the candidate make an impact and add value to the organization?
    26. 26. Pro-Active Recruiting Target the Early Birds, not the LeftoversUnderstand that the best people, fully-employed, but still interested intheir future growth, tend to look for new careers differently:1. First networking with close associates or calling a respected recruiter.2. If nothing happens, they’ll expand their networking efforts, start Googling for jobs, do some company and industry research, and maybe start looking at some niche sites.3. One of the last things they’ll do is look at a company’s career site and apply for a job.4. If posting jobs on your website is your principal mode of recruiting, you may be netting applicants who can’t find positions elsewhere.
    27. 27. “Help wanted: TELEPATH. (You know where to apply!)”
    28. 28. WHY REPLACE COMPETENCY-BASED INTERVIEWS1. No objective proof that they help to hire better employees2. They are too generic - not specific to the position, in your office, in your institution3. They predict behavior – not necessarily related to performance
    29. 29. Employer Core Competencies Flexibility
    30. 30. OUT-OF-BOX SOLUTIONS1. Relate the competencies to the actual job.2. Expand model to include competencies that essential (i.e. drive superior OTJ performance).3. Conduct a performance-based interview instead of a behavioral interview.
    31. 31. QUESTION 1Using the resume, and working backwards at a high level, have thecandidate take you through the work history for the past 5-10years. Begin with the most recent position. You will need to obtaininformation about the organization, the accountabilities, thechallenges, any recognition earned, etc.You should be note if the candidates do a good job of specifyinghow their background makes them a great candidate for theposition?” 31
    32. 32. QUESTION 2“Give me a detailed description of your most impressiveaccomplishment.”This inquiry is the beginning of the in-depth fact-finding part of theinterview process. 32
    33. 33. QUESTION 2 (Cont.)Its amazing what THIS performance-based question canaccomplish:1. Youll be able to quickly separate top candidates from top employees.2. Top people want a chance to demonstrate what theyve accomplished.3. The fact-finding process increases assessment accuracy.4. Compensation becomes a less important part of the offer and acceptance process. 33
    34. 34. QUESTION 3Use this question to align the Success Profile with the applicant’squalifications for the job.Pick the top 3-4 deliverables from the Success Profile. Ask thecandidate how he/she would go about accomplishing the objective.Then determine what the candidate has achieved in the past that issimilar to that objective. 34
    35. 35. Build Your Team• Review the CIDS guide at least three times• Gather feedback from all interviewers• Conduct the In-Depth Reference Checks• Write comments about each Competency• Make final ratings on Competencies• Make decision to hire, promote, or transfer