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Professional Development- DMA05

  1. 1. DMA 05 Professional Development Workshop October 15-16, 2005 Speakers: Jerry Bernhart, President, Bernhart Associates Executive Search Tim Prunk, CEO, Vistrio Cathy Maslyn, Director of Human Resources, CMS Direct David Williams, President and CEO, Merkle Ken Clark, Vice President of Business Development, Hawthorne Executive Search
  2. 2. Hiring Top Performers
  3. 3. 1- Hiring for Cultural Fit 2- Writing Performance Profiles 3- Developing a Recruiting Strategy
  4. 4. Cultural Fit Frustrations • “Not such a great fit” • “Bad chemistry” • Candidate fits at one level but not another • Candidate refuses the offer (not salary)
  5. 5. Cultural Attributes • How people treat each other • What people can discuss • What is rewarded • Risk tolerance • How decisions are made • What teams mean
  6. 6. Questions for Cultural Fit • Success • Challenges • Environment • Offer
  7. 7. “Tell me about your greatest successes. What caused your success?”
  8. 8. “Tell me about your greatest challenges. What caused them?”
  9. 9. “What kind of environment do you need to be most successful?”
  10. 10. “What’s important to you to see in an offer?”
  11. 11. Writing Performance Profiles
  12. 12. Traditional Job Description: List “must have’s” Years of experience Required skills, education Can filter out A players Performance Profile: Defines successful performance Includes mission-critical objectives, with time-line Creates performance standard More attractive to A players
  13. 13. Performance Objectives: 1- Conduct a comprehensive review of current marketing efforts: During the first 30 days, audit the existing marketing infrastructure, develop budgets, interact with direct reports and establish cross- functional relationships. 2- Coordinate the development and launch of the new brand: The CMO will play a key role in creating valuable brand equity across marketing channels. Develop and implement a complete branding strategy across all marketing communications. The CMO will participate on other cross- functional teams to ensure that an accurate and consistent brand identity is delivered in company objectives, programs and results. 3- Create a database marketing infrastructure: The CMO will design the framework of a data-driven marketing organization with an information-rich data warehouse as the foundation to test, analyze, and adapt direct marketing strategies to grow revenues and maximize ROI. The CMO will infuse the best practices of campaign management including list generation, experimental design creation and back- end analysis. Within six months, critical performance objectives will include researching and segmenting the database, overseeing installation of campaign management software and staffing the data-mining and analytical department. 4- Develop research and testing for the creation of marketing strategies to acquire new members: The acquisition of new members will play a critical role in achieving our client’s vision of becoming the leading brand in its industry. Within six months, begin the design of testing scenarios to provide quantifiable results to support acquisition strategies. 5- Deliver the marketing strategies to achieve objectives and continuously improve ROI: The successful candidate will develop new and innovative ideas, set the strategic direction and deliver the programs that will directly impact business growth. This individual will use his/her exceptional leadership attributes and a strong bias for action, the ability to build high performance teams and a “pioneering” attitude.
  14. 14. Developing a Recruiting Strategy
  15. 15. Old Strategy • Grow your own talent • Recruit for vacant positions • Use a few traditional sources • Advertise to job hunters • Stick with compensation ranges • Recruiting is about screening • Hire as needed New Strategy • Pump talent in at all levels • Hunt for talent all of the time • Tap many diverse pools • Reach out to “passive candidates” • Recruiting is selling and screening • Develop a recruiting strategy for each type of talent
  16. 16. Instilling a talent mindset • Do you believe having better people is how you will stay ahead of your competitors? • Do you believe that strengthening your talent pool is a crucial part of your job? • Have you convinced all of your managers to make talent a crucial part of their jobs? • Have you established a gold standard for talent, at all levels? • Are you deeply involved in hiring decisions at least two levels below you?
  17. 17. Instilling a talent mindset • Do you talk with your people about talent frequently? • Are you prepared to invest real money in talent? • Are you holding your leaders, and yourself, accountable for three to six specific actions to strengthen your talent pool in 2005?
  18. 18. Define Superior Performance • Six to eight competencies • Define poor/average/superior • Benchmark for evaluation and promotion
  19. 19. Invest in Talent • Value creation drives pay • Pay according to market equity • Break the rules
  20. 20. Hunt for Talent All of the Time • Create an “A” list • Be a talent scout • Opportunistic hiring
  21. 21. Internal Referrals Offer Real Reward$
  22. 22. Tell the World Include every touchpoint
  23. 23. Colleges and Universities • Intern pipeline • Scholarship • Speaking opportunities
  24. 24. References are Gold • Good PR opportunity • Who do they admire? • Be a detective!
  25. 25. Follow Up with Past Candidates • Might be on the market again • Might know someone • Who do they admire?
  26. 26. Think Outside the Box • Target “passive” job seekers • Consider other industries • Military