This document provides strategies for creating a high performance work environment. It discusses assessing current talent, identifying opportunities to hire top performers, and interviewing and onboarding new employees based on performance. Key aspects include clearly defining organizational strategy, structure, and staff roles; ranking current employees; attracting and hiring top talent; using behavioral interviews to assess past performance; and implementing a thorough onboarding process. The overall goal is to build a culture that drives top performance regardless of economic conditions.

1. Create World Class Performance,
even in this economy!
Worldleaders
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2. What Happened to the Job Market in Today’s Economy?
§What happened?
§ We learned to be more productive
§ Globalization
§ Recession
§ People are working longer
§ Discontent workers (boss, company, salary or benefits)
§ What will happen?
§ Retiring work force (baby boomers) will create a skilled work force gap
because generations X and Y are smaller

3. Integration of Hiring and Top Performance
Creating a High Performance environment that transcends any economy through:
• Clear definition of your Strategy, Structure and Staff
• Talent Assessment and sorting of your current team
• Identifying the opportunities to top grade
• Finding and attracting top talent to work for you
• Interviewing for Performance
• On-Boarding

4. High Performing Environments
§ Challenge
– Move towards resolving issues, overcoming obstacles,
and doing things that have not been done before. What
Advancement Challenge are these challenges that align with your organizational
Opportunities goals?
§ Reward
– High performing cultures offer rewards beyond
compensation. These are things like prestige, recognition,
responsibility, reputation, investment, training,
development, coaching and trust. What rewards does
your organization extend for top performances?
§ Environment
– Describing the personality of your organization is critical
to high performance and aligning star performers. A star
in one organization may not be a star in another if they are
not compatible. Consider dominance, hierarchy,
collaboration & process orientation. (DISC)
High Performance Reward Equal to
Environment Challenge

5. Strategy, Structure and Staff
§ Strategy:
– Long term plans designed to achieve certain goals;
often aligned to “winning”
§ Structure:
– Responsibilities, authorities and relations organized in such a way as to
enable the organization to perform its functions
§ Staff:
– A worker who is hired to perform a job

6. Talent Assessment
Level- A: Top performing with demonstrated ability to meet/exceed measurable goals with little
or no management intervention. The top 10% of the talent available at a given salary level.
– Management Focus- Challenge, Empower, Remove Obstacles
Level- B: Solid performers with predictable skills. Generally perform at + 90% of goals.
Requires and responds well to coaching and mentoring. Represents the next 25% of the talent
available within a given salary level.
– Management Focus- Lead, Motivate, Train and Discipline.
Level- C: Performance is commonly at 50-70% of expectations and goals. Motivation, morale,
teamwork and interpersonal issues prevent the Level C from consistent performance.
– Management Focus- Determine if under performance is situational. If so, remove obstacle.
If not, termination is required.

7. Top Grade: Performance Based Hiring Starts with
Performance Based Job Descriptions
Position/Title: Sales Executive
Reports to: VP of Sales
Clear Reporting Direct Reports: N/A
Structure § Objectives:
How Compensated
Primary: Grow revenue by XX quarter over quarter
Secondary: Increase XX services by XX% annually
§ Results:
– Service Line 1- $ 1,500,000 new sales annualized
– Service Line 2- $ 500K new sales annualized
– Maintain a customer satisfaction Rating of + 95%
§ Compensation:
Concise Objectives – Base Salary-
– Performance Based Incentives
Expected Results
(Measurable)

8. Top Grade: Identify Top Talent
Where to find them Measurable Attributes of a Star Performer
1. Proven track record of progressive compensation
and responsibilities in similar or transferable
1. Your competitors- Local/ National situations. (Top 10% as compared to peers)
2. Industry Associations 2. Consistent and progressive employment.
3. Boards and Community Organizations 3. Longevity in positions/companies.
4. Virtual and Social Networking and New 4. Positive references (3) from previous employer,
Media Recruitment campaigns colleagues and clients.
5. Personality profile aligns with job responsibilities.
6. Impeccable professional and presentation skills .

9. Top Grade: Extract Top Talent
How to find them: Why would they work for you?
§ Challenge
– What are the challenges that align with your organizational goals?
§ Cold Call (80%) § Reward
§ Network (15%) – What rewards does your organization extend for star performances?
§ Environment
§ Job Boards/Ads (3%) – In what ways would you describe your organization as a high
performance environment?
§ Other (2%)
§ Criteria for Success
– What are the “must have” critical success factors for someone in this
role? How will you measure them? How will you articulate them in the
interview and in your daily management?

10. Interview for Performance
Phase Interviewer Candidate
Explanation of position, results required and an Interviewer reviews job specification with candidate Candidate should demonstrate active listening skills and the
overview of the rewards associated with success. and answers all candidate questions. ability to ask questions appropriately and timely.
Candidate is requested to explain to interviewer how Candidate should be able to effectively present their skills to
their skills, experience and aptitude align to the the objectives and requirements of the position.
position.
Interviewer gets answers to a series of behavioral and 1. Please explain your interest in this position Candidate should be able to provide clear and concise
motivational based questions answers to all questions using specific and verifiable
2. Please provide 2-3 examples of your most examples.
relevant accomplishments.
3. Please provide an example of a related situation
you would handle differently in hind sight.
Why?
4. How would your best clients describe you.
Why?
5. How do you resolve conflict? (Examples)
6. What makes you effective at what you do?
Why?
7. What do you need from management and
colleagues in order to perform at your best?
8. What questions haven't I asked that I should in
order to get a full understanding of your
qualifications ?

11. On Boarding
Action Timing Responsibility
New Employee Biography Development
/Distribution
New Employee Welcoming Meeting
Relationship Development
- Supervisor
- Colleagues
- Clients
- Other?
Company, Product or Services Training Plan
- Define Training Plan with objectives, owners,
milestones and sign off’s
Develop 90 Day Orientation Plan
Ongoing Functions/Processes

12. In Summary
Creating a High Performance environment that transcends any economy through:
• Clear definition of your Strategy, Structure and Staff
• Talent Assessment and sorting (ranking) of your current team
• Are the right people in the right roles?
• Identifying the opportunities to top grade
• Finding and attracting top talent to work for you
• Interviewing for Performance
• On-Boarding
Questions?