Top performers in today’s world; are they the same as yesterday’s? Companies and job roles are constantly changing and evolving, and the skills and behaviour required to succeed have also changed. Who or what was right for a job a few years ago may not be what you need now. Lucy Beaumont, Korn Ferry Hay Group explores: • Why recruiting for high performing employees could expand your recruitment pool, standardise your processes and increase your revenue • Practical tips to identify what differentiates your high performers in virtually any role.

1. Finding your hidden heroes
What good looks like in todays world
Lucy Beaumont
September 2016

2. © 2016 Korn Ferry. All rights reserved 2
Hidden heroes
 The world has changed and is
changing – how can we keep up
in HR?
1
 What does good look like in
today’s world? What will it look
like tomorrow?
2
 Finding the hidden heroes
at TrustFord.3
 How can we find your
hidden heroes?4

3. The world
is changing

4. © 2016 Korn Ferry. All rights reserved 4
The world is changing
VHS

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Facebook claim they
are responsible for
$227 billion in global
economic impact, and
creating 4.5 million jobs.
Deloitte, 2015
What else?
Facebook was launched in 2006
71% of 18 to 24 year old
say that the internet is
their main news source.
Pew Research Centre

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HR has changed too
Millennials
Baby Boomers

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A story about car sales people
pushy
dishonest annoying
difficult
yuck
slimy
hard
manipulative
uncomfortable
boring
tough
sleazyfake
painful
cheesy
aggressive
smarmy
important
scary

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Car sales people
Challenging
assumptions
The new recruits would inevitably be
confident extroverts; the type of people
you’d imagine would be successful in
selling. And yet, across the group, there
was a surprising inconsistency in their
performance. Some sales executives
were clearly better than others and we
didn’t know why.
Sharon Ashcroft, HR Director , TrustFord
Customer service
& sales

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The Ford challenge
 Recruit 200 new sales staff across 65 dealerships and operational sites in the UK.
 Identify what was different about the high performers.
 Identify what ‘good looks like’ and provide the best possible service to customers.
In the past…
Did you
sell cars
before?
How many
have you
sold?
Great
start on
Monday!

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What does good look like?
Validation study of 205 sales executives
‘Open communicators’
‘Strong verbal reasoning skills’
‘Able to build rapport’
‘Strong in empathy’
‘Supportive’
‘Relaxed’
‘Consultative’
Talent Q created a consolidated ‘profile’ of the personality traits and abilities
that would bring all-round success. This was effectively a balancing act.
Sharon Ashcroft, HR Director Ford

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Enhancing recruitment and improving ROI
Our philosophy is to create customers for life, not
just make an initial sale, so we need to recruit well-
rounded people who can perform well in both the
sales and the customer service aspects of the role.
 Centralised the responsibility
for hiring.
 Improved the calibre
of recruits.
 Recruitment process
is consistent and fair
(no longer subjective).
 Understand what ‘good’
looks like.
 Change the tone of its
recruitment and widen talent
search = larger Talent Pool.

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Death of the old-style salesman

13. Finding your
hidden heroes

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Many organisations use
assessments to assess people.
But do they know what to assess?
Knowing what to assess
 What does success look like?
 What is required from the role?
 What makes someone good at
the role?
 How is this different to average
and poor performance?
 How will the job change in the
next 6 to 12 months?

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How can you identify what to assess?
Who should be involved?
 HR
 Line managers
 Job holders

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How to use the Competency cards – demonstration

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Take away questions
 Has the role changed? Will it change?1
 Do you know what good looks like?2
 Do you know how to measure good?3

18. Thank you