![Beware of Biases
Confirma<on Bias
Without meaning to, we oMen
create an image of what our ideal
candidate looks like, then seek
confirma<on of our preconceived
no<on. This could be anything
from what a candidate physically
looks like to what school they
a6ended, or even how their name
is spelled.
“Harvard MBA. 1 of the first 10
people at [hot startup]. Managed a
team during explosive growth of X
Co.” These snippets can create an
expecta<on anchor that will oMen
lead to them bypassing a proper
inves<ga<on of the candidate’s
background, references, and skills.
This oMen comes from someone
looking, smelling, or sounding a
certain way that makes us
posi<vely associate them with our
mental framework of what success
looks like. This leads to bias in
hiring both the right people, and
diverse talent, because our
intui<on is shaped only by our
personal life experiences.
5 ;?
Anchoring Intui<on](https://image.slidesharecdn.com/hirefirerewardrepeat-180618031353/85/Hire-fire-reward-repeat-online-reference-version-8-320.jpg)
Uploaded byMaren Kate
Hire, fire, reward, repeat. online reference version
This document discusses strategies for building a strong team through effective hiring, firing, and rewarding practices. It recommends deciding what outcomes to reward and creating ownership around them. For hiring, it advises following a rigorous process each time that develops objective outcomes and builds an compelling job description. This helps avoid biases. When firing, it is important to give notice, avoid Fridays, remain humane, and be generous. Hiring slowly and firing quickly, especially for external partners, is also advised. Repeating this cycle of hiring well, firing well, and rewarding the right outcomes can provide a competitive advantage through powerful people practices.
Hire, fire, reward, repeat. online reference version
- 1. Hire, Fire, Reward, Repeat. Maren Kate Donovan | maren@avratalent.com | @marenkate
- 2.
- 3. Decide what you’re going to reward, then create a culture of extreme ownership around it.
- 4. 28% 32% 40% Reward f L $ Reward Learning from Failure Reward What Ma6ers Most Reward Extreme Ownership Aligning Incentives Life<me Value? New User Growth? Topline Revenue? Innova<on? Client Happiness? Tap into each person’s full poten<al by crea<ng an environment of radical responsibility
- 5. Resources by Ray Dalio by Liz Wiseman and Greg Mckeown Principles Mul<pliers V h6ps://hbr.org/2005/07/learning-‐in-‐ the-‐thick-‐of-‐it AMer Ac<on Report
- 6.
- 7. Want to Hire Well? Follow the process, every time.
- 8. Beware of Biases Confirma<on Bias Without meaning to, we oMen create an image of what our ideal candidate looks like, then seek confirma<on of our preconceived no<on. This could be anything from what a candidate physically looks like to what school they a6ended, or even how their name is spelled. “Harvard MBA. 1 of the first 10 people at [hot startup]. Managed a team during explosive growth of X Co.” These snippets can create an expecta<on anchor that will oMen lead to them bypassing a proper inves<ga<on of the candidate’s background, references, and skills. This oMen comes from someone looking, smelling, or sounding a certain way that makes us posi<vely associate them with our mental framework of what success looks like. This leads to bias in hiring both the right people, and diverse talent, because our intui<on is shaped only by our personal life experiences. 5 ;? Anchoring Intui<on
- 9. Develop Objective Outcomes Don’t look think of “who” you want, think of “what” outcomes a successful hire will achieve Operations Assistant Crea4ng Dossiers for Execu4ve’s final screens 20/100 Processing bill.com to keep cash flow up to date 10/100 Preparing invoices 15/100 Researching vendors and reques4ng propos 25/100 Crea4ng Contracts for 1099 Workers 25/100 Coordina4ng Travel to free up Execu4ves 4me 5/100
- 10. Create a Compelling Job Description Y Q A good job <tle should give a nod to what the role consists of, peak the interest poten<al candidates and give a sense of what type of experience is required. A Descrip<ve Job Title Professional skills and competencies, or specialized knowledge a person must. Quali<es are personal and help you understand the candidate as a culture fit. Required skills + quali<es o z Part of a job descrip<ons job is to sell a poten<al candidate on not only the why of the role, but the why of the company. Compelling Company Mission Who is this person repor<ng to? Clarify the high-‐ level mission for a par<cular role and develop no more than a paragraph that describes WHY that role exists. Why this role exists
- 11. Build out Your Recruiting Funnel Zip Recruiter Angel List Behance/Dribbble Craiglist Filling the Funnel Cast a wide net when you post your job descrip<on. Though depending on the level of hire, pay, area you’re located in, etc. you may need to do outbound recrui<ng as well. College Job Boards K K K K K
- 12. The Interview Process TestProject or Working Session Sometimes paid, or in person. In-person Interview Ideally with 2-3 people in a row, who are working of a job scorecard. Initial Phone Screen Follow a script of questions for this. Test Task Depending on role, try to keep it under an hour or two. Application • Cover Letter • Resume • Profile links • Written Screen Questions
- 13. Always Check References! ReferenceCheck Speaking to seven references is the ideal amount. 3 Past bosses, 2 past peers, 2 past subordinates or customers. Decision Don’t doddle when it comes to making a decision. Past Bosses Past Peers Past Subordinates
- 14. Resources for Hiring (Chapters on hiring specifically) Who: The A Method for Hiring From Impossible to Inevitable h6ps://en.wikipedia.org/wiki/List_of_cogni<ve_biases h6ps://www.eeoc.gov/laws/types/ List of Cogni<ve Biases Equal Employment Opportunity Laws V hNp://geoffsmart.com/smarNools/ h6p://geoffsmart.com/smar6ools/
- 15.
- 16. Knowing how to fire well, is just as important as knowing how to hire well.
- 17. The Termination Playbook a Give them a heads up. Explain to the employee where they are falling short and how they can improve. Be as specific as possible. a Don’t fire on Fridays. It takes away the opPon for the, now former, employee to immediately start looking for a new role by reaching out to their network during the workweek. a Be human. Remembering the golden rule in this stage of firing well is vital. How would you want to be treated if the tables were turned? a Be more generous than necessary. Remember a terminated employees will tell others about their experience, via social media, word of mouth, or Glassdoor. a Review past feedback. If the employee has only received posiPve reviews, you need to outline, in wriPng, how they’re not meePng expectaPons and what they can do to change.
- 18. Hire slow, fire fast. Especially with vendors + external firms.
- 19. Resources by Jim Collins h6ps://goo.gl/PMcQv7 Good to Great SHRM: How to Fire Someone without gemng SuedV
- 20. Conclusion 3 Steps to People-‐Powered Competitive Advantage a Decide on what you’re going to reward, then create a culture of extreme ownership around it. a Want to Hire Well? a the process, every 4me. a Knowing how to fire well, is just as important as knowing how to hire well.
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