This presentation is from a seminar for managers, executives and business owners who are focused on building high performance team\'s in today\'s economy.

1. Create World Class Performance, even
in this economy!
Worldleaders
300 State Street
Rochester, NY 14614
Toll Free 888.499.5525
Local 585.399.0652
Fax 585.399.0655
www.worldleadersjobs.com

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
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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
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4. High Performing Environments
 Challenge
– Move towards resolving issues, over coming
obstacles, and doing things that have not
been done before. What are these challenges
that align with your organizational goals?
 Reward
ADVANCEMENT CHALLENGE
OPPORTUNITES
– 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
HIGH PERFORMANCE REWARD
ENVIRONMENT EQUAL TO THE – Describing the personality of your
CHALLENGE 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 and
process orientation. (DISC)
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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
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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.
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7. Top Grade: Performance Based Hiring Starts with
Performance Based Job Descriptions
Position/Title: Sales Executive
Reports to: VP of Sales
CLEAR
Direct Reports: N/A
HOW COMPENSATED REPORTING  Objectives:
STRUCTURE
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%
EXPECTED
RESULTS
CONCISE  Compensation:
OBJECTIVES
(Measurable) – Base Salary-
– Performance Based Incentives
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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 .
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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
– What rewards does your organization extend for star
 Network (15%) performances?
 Environment
 Job Boards/Ads (3%)
– In what ways would you describe your organization as a high
 Other (2%) performance environment?
 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?
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10. Interview for Performance
Phase Interviewer Candidate
Explanation of position, results required and an Interviewer reviews job specification with Candidate should demonstrate active listening skills and
overview of the rewards associated with success. candidate and answers all candidate questions. the ability to ask questions appropriately and timely.
Candidate is requested to explain to interviewer Candidate should be able to effectively present their skills
how their skills, experience and aptitude align to to the objectives and requirements of the position.
the position.
Interviewer gets answers to a series of behavioral 1. Please explain your interest in this position Candidate should be able to provide clear and concise
and motivational based questions 2. Please provide 2-3 examples of your most answers to all questions using specific and verifiable
relevant accomplishments. examples.
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 ?
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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
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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?
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