Basically this books is about to how hire good talent. The main point is about the correct questions –Not WHAT, but WHO. This mean that we should think about people first of all, try to find only best candidates.
The main challenges we face are
• Don’t clearly represent the duties of the employee in the role or declared position or a new position.
• Not enough suitable candidates
• Not sure in an ability to choose the best candidates
• Lose good employees.
The best acquisition process consists of 4 Steps
• List of goals for the role we are hiring – what we expect that role to deliver – outcome.
• Source
• Selection
• Closing the deal
The Selection or interview process is the KEY to Success where we need to invest quality time and right interview panel
• Screening interview
• Qualification interview
• Focus interview
• Interview with recommenders
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
SourceCon Atlanta 2013 Presentation: How to Hire and Build Your Own Sourcing ...Glen Cathey
This is my 2013 SourceCon Atlanta presentation on how to hire and grow your own sourcing team. It covers my hiring profile, a few Boolean search strings for finding people who fit my hiring profile, support for my theory that you can create super sourcers (and recruiters for that matter) by hiring people with no experience and training them properly, coming from the book "The Talent Code." It also explores the pros and cons of hiring experienced sourcers vs. hiring people with no experience and building sourcers from scratch.
This is a summary of the book "Who: The A Method for Hiring" by Geoff Smart and Randy Street. It is summarized and then applied to the educational setting. Ideally this should be helpful to school administrators.
Talent Wins” by Dr.Ram Charan, Dominic Barton, Dennis Carey
Most executives today recognize the competitive advantage of human capital, and yet the talent practices their organizations use are stuck in the twentieth century.
Typical talent-planning and HR processes are designed for predictable environments, traditional ways of getting work done, and organizations where "lines and boxes" still define how people are managed. As work and organizations have become more fluid--and business strategy is no longer about planning years ahead but about sensing and seizing new opportunities and adapting to a constantly changing environment--companies must deploy talent in new ways to remain competitive.
Turning conventional views on their heads, talent and leadership experts Ram Charan, Dominic Barton, and Dennis Carey provide leaders with a new and different playbook for acquiring, managing, and deploying talent--for today's agile, digital, analytical, technologically driven strategic environment--and for creating the HR function that business needs. Filled with examples of forward-thinking companies that have adopted radical new approaches to talent (such as ADP, Amgen, BlackRock, Blackstone, Haier, ING, Marsh, Tata Communications, Telenor, and Volvo), as well as the juggernauts and the startups of Silicon Valley, this book shows leaders how to bring the rigor that they apply to financial capital to their human capital--elevating HR to the same level as finance in their organizations.
Providing deep, expert insight and advice for what needs to change and how to change it, this is the definitive book for reimagining and creating a talent-driven organization that wins.
Happy reading & Learning
SourceCon Atlanta 2013 Presentation: How to Hire and Build Your Own Sourcing ...Glen Cathey
This is my 2013 SourceCon Atlanta presentation on how to hire and grow your own sourcing team. It covers my hiring profile, a few Boolean search strings for finding people who fit my hiring profile, support for my theory that you can create super sourcers (and recruiters for that matter) by hiring people with no experience and training them properly, coming from the book "The Talent Code." It also explores the pros and cons of hiring experienced sourcers vs. hiring people with no experience and building sourcers from scratch.
Building The C-Suite: Effective Executive Recruitment Strategies | Talent Con...LinkedIn Talent Solutions
There’s a lot of talk today about passive talent and proactive recruitment, but how does that apply for executive recruitment? Learn how Rob Dromgoole and Monica Roberts successfully approach executive recruitment.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Talent Mapping - Intelligence Supporting your recruitment planResearchEurope
As talent acquisition and management become more strategic and less reactive, companies increasingly seek intelligence to inform their decisions around recruitment and talent planning. Talent Mapping can provide valuable information on the ‘landscape’ of available talent ahead of any recruitment activity and is an important first stage in any meaningful talent pipeline programme.
Join us on this 30 minute webinar to learn:
- Why & when use Talent Mapping
- Using mapping for strategic talent planning/ pipelining
- It’s not just about people, what else can you use it for
- Not everyone’s on LinkedIn, so how do you find them?
If you are a Hiring Manager then you are even more important than your CEO! The Most Comprehensive Step By Step Quick Guide for Hiring Managers for effective Recruitment.
Strategic Workforce Planning Model Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Our content-ready strategic workforce planning PowerPoint presentation has pre-designed templates that provide fact-based methods of understanding workforce behavior. This human resource management PPT presentation contain varied range of PowerPoint templates on organizational development, employee plan, vision mission and values, goals and objectives, performance requirements, core skills and competencies, industry trends external analysis, labor market forecast, demographic makeup of customers, human resource trends, levels of employee performance, current staff composition, managing future workforce needs, gap analysis, gap closing strategies, and employee action management. Our workforce developments strategies framework PowerPoint template can impress your viewers and leave an impact on your audiences. Create the impact you wish to deserve. Download our impressive human capital presentation design for topics like succession planning, workforce management, staffing and personnel, human resource management, human capital, capacity building, workload analysis, supply and demand forecasting and business transformation. This strategic workforce planning model PPT slides can make your presentation look even more impressive. Give off confidence with our Strategic Workforce Planning Model Powerpoint Presentation Slides. Display an attitude of self assurance. https://bit.ly/3ETrVdj
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
Help your new leaders achieve success in their new roles by learning the Best Practices for Onboarding New Leaders. You'll learn the phases and objectives of the new leader's first 90 days, as well as the Best Practicess to follow. Research has shown that almost half of all new leaders will fail in their role within the first 18 months. Don't let that happen to you or your leaders. Follow the best practices for onboarding new leaders in this presentation to set you and your leaders on the path to success!
Building In-House Executive Search CapabilityResearchEurope
A hot topic amongst talent managers is “How do I build in-house executive search capability?”
Companies who have achieved this report not only cost-savings, but improvements in time-to-hire and talent retention.
However, very few firms have successfully built in-house capabilities – and it’s not as straightforward as some would lead you to believe.
In this 30 minute webinar, Stephen Buchanan explores issues around building an in-house executive search team:
• Why build an in-house executive search team?
• Hiring in the right skills and experience
• Processes and systems
• Pitfalls to avoid
• Getting buy-in from internal stakeholders
• Return on investment
StrengthsEngage - How to understand your Clifton StrengthsFinder resultsPatrick Kayton
Gallup's Clifton StrengthsFinder has gained great traction in the US and elsewhere, as a powerful means of building self awareness, which is the cornerstone of great leadership. StrengthsEngage is a powerful next step in understanding the results of your StrengthsFinder assessment.
Inside the interview: A Job Seeker's Guide to Understanding the Interviewer's...Robyn Melhuish
This guide reveals the various styles and techniques used by hiring managers during the interview and what it is they’re looking for when they ask the tough questions.
Building The C-Suite: Effective Executive Recruitment Strategies | Talent Con...LinkedIn Talent Solutions
There’s a lot of talk today about passive talent and proactive recruitment, but how does that apply for executive recruitment? Learn how Rob Dromgoole and Monica Roberts successfully approach executive recruitment.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Sourcing talent as key recruiting differentiator part 1 A Alexander Crépin
Talent Sourcing is a core part of recruitment. In the War-for-Talent
In the first part you learn about What sourcing is about How to Source data driven.
We use the A STEP model, part of the SAAA data driven recruitment model.
Talent Mapping - Intelligence Supporting your recruitment planResearchEurope
As talent acquisition and management become more strategic and less reactive, companies increasingly seek intelligence to inform their decisions around recruitment and talent planning. Talent Mapping can provide valuable information on the ‘landscape’ of available talent ahead of any recruitment activity and is an important first stage in any meaningful talent pipeline programme.
Join us on this 30 minute webinar to learn:
- Why & when use Talent Mapping
- Using mapping for strategic talent planning/ pipelining
- It’s not just about people, what else can you use it for
- Not everyone’s on LinkedIn, so how do you find them?
If you are a Hiring Manager then you are even more important than your CEO! The Most Comprehensive Step By Step Quick Guide for Hiring Managers for effective Recruitment.
Strategic Workforce Planning Model Powerpoint Presentation SlidesSlideTeam
“You can download this product from SlideTeam.net”
Our content-ready strategic workforce planning PowerPoint presentation has pre-designed templates that provide fact-based methods of understanding workforce behavior. This human resource management PPT presentation contain varied range of PowerPoint templates on organizational development, employee plan, vision mission and values, goals and objectives, performance requirements, core skills and competencies, industry trends external analysis, labor market forecast, demographic makeup of customers, human resource trends, levels of employee performance, current staff composition, managing future workforce needs, gap analysis, gap closing strategies, and employee action management. Our workforce developments strategies framework PowerPoint template can impress your viewers and leave an impact on your audiences. Create the impact you wish to deserve. Download our impressive human capital presentation design for topics like succession planning, workforce management, staffing and personnel, human resource management, human capital, capacity building, workload analysis, supply and demand forecasting and business transformation. This strategic workforce planning model PPT slides can make your presentation look even more impressive. Give off confidence with our Strategic Workforce Planning Model Powerpoint Presentation Slides. Display an attitude of self assurance. https://bit.ly/3ETrVdj
A glimpse into the transformative journey of the PepsiCo talent acquisition function and a view into the future plans as presented at the 2011 Fall ERE conference by Paul Marchand - global vp talent acquisition, Sheila Stygar - sr. director talent acquisition and Chris Hoyt - talent engagement & marketing leader.
Presentation Stream f/ERE.net:
http://www.ereexpo.com/2011fall/conference/agenda/session-descriptions/#video-348
Help your new leaders achieve success in their new roles by learning the Best Practices for Onboarding New Leaders. You'll learn the phases and objectives of the new leader's first 90 days, as well as the Best Practicess to follow. Research has shown that almost half of all new leaders will fail in their role within the first 18 months. Don't let that happen to you or your leaders. Follow the best practices for onboarding new leaders in this presentation to set you and your leaders on the path to success!
Building In-House Executive Search CapabilityResearchEurope
A hot topic amongst talent managers is “How do I build in-house executive search capability?”
Companies who have achieved this report not only cost-savings, but improvements in time-to-hire and talent retention.
However, very few firms have successfully built in-house capabilities – and it’s not as straightforward as some would lead you to believe.
In this 30 minute webinar, Stephen Buchanan explores issues around building an in-house executive search team:
• Why build an in-house executive search team?
• Hiring in the right skills and experience
• Processes and systems
• Pitfalls to avoid
• Getting buy-in from internal stakeholders
• Return on investment
StrengthsEngage - How to understand your Clifton StrengthsFinder resultsPatrick Kayton
Gallup's Clifton StrengthsFinder has gained great traction in the US and elsewhere, as a powerful means of building self awareness, which is the cornerstone of great leadership. StrengthsEngage is a powerful next step in understanding the results of your StrengthsFinder assessment.
Inside the interview: A Job Seeker's Guide to Understanding the Interviewer's...Robyn Melhuish
This guide reveals the various styles and techniques used by hiring managers during the interview and what it is they’re looking for when they ask the tough questions.
Don't lose the CEO you want to hire before they arriveLeslie S. Pratch
It's a huge loss when a candidate you have wooed for a CEO or other top job at a portfolio company turns you down. You’ve failed to get the attractive candidate -- and you've wasted time and energy pursuing them instead of finding and hiring someone else.
You (and your search firm if you are using one) can minimize the probability of a late candidate withdrawal by identifying all potential issues early in the recruitment process.
We'll look at some "bad outcomes" and then see what search pros suggest to avoid them.
Hiring "A" Sales Players is more than just interviews and resumes - it's freaking hard. How to Hire "A" Players can help make it easier. It will give you the framework to increase the probability that your investment in your next new hire will show the expected return.
For many of them, beginning a job search seems to be a challenging task. There are 3 simple questions you may ask yourself before beginning your search.
What do you really want to do?
What do you need to do?
How can you get started?
In Springboard Talent, we focus on helping professionals like you by providing coaching, strategies and systems to attract your ideal job. Traditional job search methods are no longer effective. Welcome to the New Rules of Job Search. With understanding of the entire hiring process, you will be able to tap into more than 80% of the hidden job market.
For many of them, beginning a job search seems to be a challenging task. There are 3 simple questions you may ask yourself before beginning your search.
What do you really want to do?
What do you need to do?
How can you get started?
In Springboard Talent, we focus on helping professionals like you by providing coaching, strategies and systems to attract your ideal job. Traditional job search methods are no longer effective. Welcome to the New Rules of Job Search. With understanding of the entire hiring process, you will be able to tap into more than 80% of the hidden job market.
We need good employees working in the affordable and public housing industries. That’s why Navigate is releasing a new series of white papers about human resources. These papers will look at issues like interviewing & hiring, on-boarding your new hire, training and follow-up. Navigate’s Human Resources Director Dale Marcus wrote the series for us. She’s been with Navigate for almost 15 years. She knows her stuff when it comes to employee relations, workforce planning and talent acquisition.
The first white paper in the series deals with Interviewing and Hiring. Do you know how expensive it is to replace an employee with a new one? The cost of employee turnover can be steep. Dale’s tips focus on making sure you hire the right person the first time so that it’s a good fit that will last for quite some time.
You might have had many interviews in your life, but what happens when you sit on the other side of the table as your companies human resource manager?
Conducting an interview is a skill that often gets overlooked. Remember: your responsibility as an HR representative or manager is to get the best candidate for the job. This depends greatly on how well your interview skills are.
Watch this presentation to get some insights and tips on how to properly conduct an interview.
The Proven System that Successfully Matches the right Candidate to the Right JobHarvey James
At last! A system that changes the recruitment game. Systematically benchmark the job and match the right candidates with much higher success than traditional recruitment methods.
Contact Enterprise Coach at 1300 787 527 or www.enterprisecoach.com.au to find out how you can solve your recruitment problems today.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
Why is a great company culture so rare? How can you make sure your organization has one? The good news is that creating an inspiring and sustainable culture is not as hard as you might think. Dr. David “Doc” Vik reveals the keys to success in The Culture Secret.
A remarkable culture begins with visionary leaders who help their teams take a holistic approach to creating engagement inside their companies and sharing it with customers. Discover how to take culture beyond casual Friday and into more meaningful conversations like:
•Driving Vision
•Defining Purpose
•Clear business model
•Unique/WOW factors
•Meaningful Values
•Inspired Leadership
•Great customers and customer service
•Brand enhancement
•Experience and the emotional connection
If you don’t think you have to focus on attracting—and retaining—the best employees in today’s hypercompetitive war for talent, you are living in the past. The employees and customers of today have a choice and a voice. The secret to culture is simple: take care of your people, never stop innovating, and leave customers wowed. Build a better culture to secure the future for any organization
Drawing upon a six-year research project at the Stanford University Graduate School of Business, James C. Collins and Jerry I. Porras took eighteen truly exceptional and long-lasting companies and studied each in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from the comparison companies and what were the common practices these enduringly great companies followed throughout their history?"
Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the 21st century and beyond.
How Stella Saved the Farm is a simple and logical book based on a story which narrates the learning process about making innovation happen. The book is divided in two parts and consists of total nineteen chapters. First part carries nine chapters and remaining are under the second part, which explains the conversion of idea into innovation and then great success. The story is about the competition of two farms one run and managed by animals (Windsor farm) and another by human beings (McGillicuddys farm). Windsor farm is working through change and innovation where the status quo is no longer good enough. Interestingly, in view of poor performance of Windsor farm McGillicuddy is hoping to take over the Windsor farm, but due to the innovations, Windsor farm crosses all hurdles and gets a remarkable status in the business.
Rumelt describes strategizing as identifying pivotal issues within your market and your industry and making a plan focused on forceful, results-oriented action. He reminds readers that strategy has little to do with ambitious goals, vision, leadership, innovation or determination. For many business leaders, strategy means promulgating meaningless slogans that tout impressive but unrealistic goals. A sound business strategy presents a specific action plan to overcome a defined challenge. Rumelt says good strategy involves multiple analyses and the painstaking development of thoughtful, expertly implemented policies that surmount obstacles and move the firm profitably ahead.
Can passion be taught? Can it be fostered? The answer is yes. But perhaps more accurately, a team leader must create the right conditions for passion to emerge. Those conditions must be nurtured, not unlike a gardener creating the right conditions for his plants to flourish. Make your job easier. Get the inside scoop on the secrets of success that motivate teams to top performance. In the matrix of workplace roles and responsibilities, managers are pivotal to corporate success. Yet a manager is often the unsung hero who must adapt to demands from all sides—and do so with little or no training, and without mentorship for the role. Learn from Dan Bobinski, who draws from 20 years of consulting experience, extensive studies of best practices, and the latest in neuroscience research. You'll learn the principles and methods top managers use to develop passionate, engaged employees who are dedicated to success. You'll be able to:
— Motivate without manipulating
— Turn mistakes into a fervent drive for quality
— Equip teams to enthusiastically adapt to change
— Create environments in which people strive for excellence—and more
Today's workforce requires managers to be more than just a person in charge. Creating Passion-Driven Teams show you how to tap your team's natural motivations and achieve consistent, sustained top performance.
Whether corporate governance is a burden meant to report compliance on companies’ performance, or can it be used as a competitive advantage in view of the changing laws, awareness and scenario is the important question which is present in the minds of those at the top of the company affairs including the CEO, Directors and Boards.
The book under reference, “Boards that Deliver”, by Ram Charan attempts to answer this question in a certain and prudent manner. The author believes that with the right set of practices, any group of directors can become a board that delivers value to the management and to the investors and goes ahead to demonstrate his points giving directions on various steps to be taken to make this happen.
"I'm the boss!"
It's a common mistake to think management is defined by formal authority—the ability that comes with a title to impose your will on others. In fact, formal authority is a useful but limited tool.
People Want More Than a Formal, Authority-Based Relationship with the Boss
Many managers—especially those who were achievement-driven stars as individual performers—don't even think about relationships. They're so task oriented that they put the work to be done and their authority as boss at the heart of what they do and assume they can ignore the human aspects of working with others.
The problem is that most people don't want your authority to be the be-all and end-all of the relationship. They want a personal, human connection, an emotional link. They want you to care about them as individuals. They want you to encourage their growth and development. Research tells us this kind of human relationship with the boss is a key factor determining an employee's level of engagement with the work.
We know of a small-company owner, a warm, decent woman, so pressed for time she consciously decided to avoid small talk at the office. She never opened up to people about herself or asked about their lives and interests. She didn't, that is, until her people rose up and expressed, through an intermediary, that they hated how she treated them. They wanted a real human connection with her, even if she was "the boss."
In his previous bestseller, Built to Last, Jim Collins explored what made great companies great and how they sustained that greatness over time.
One point kept nagging him, though — great companies have, for the most part, always been great, while a vast majority of good companies remain just that: good, but not great. What could merely good companies do to become great, to turn long-term weakness into long-term supremacy?
Collins and his team of researchers used strict benchmarks to identify a group of eleven elite companies that made the leap from good to great and sustained that greatness for at least fifteen years. The companies that made the list might surprise you as much as those left off (the likes of Intel, GE
and Coca Cola are nowhere to be found).
The real surprise of Good to Great isn’t so much what good companies do to propel themselves to greatness — it’s why more companies haven’t done the same things more often.
Value for the Reader :
The reader will walk away with a set of highly referred tools for increasing the personal & professional Mojo, which the author defines as “ That Positive Spirit towards what we are doing now that starts from the inside and radiates to the outside”
He defines his purpose as “ helping successful people achieve positive, lasting change in behavior “ . It is a real world advice embodied in simple processes for the reader to consider using that can improve his or her thinking , behavior and results.
Very thought provoking book and helps the reader to lead a happier, more purposeful and more productive life.
Strong Leaders at all levels within an organization are a requisite for business success. Yet the leadership pipeline –internal architecture for growing leaders is often broken or
nonexistent. This updated edition of the bestselling book has been revised to help address the challenges of today’s business environment. Anchored in experience based case studies, this
remarkable book synchronizes a proven model for planning leadership succession and development for corporate organizations. The Second edition is an improvement based on
learning and review of the authors who have drawn their work at more than one hundred international companies over a period of ten years since the first edition of the book with the same title was published. The book under review is addressed to the leading corporate organizations, where the succession path of leaders/ chief executives is being formulated & executed on a continuous basis to perpetuate the organization and make it strong and robust while facing trials and tribulations of corporate growth and success.
We attempt or avoid difficult conversations every day-whether dealing with an underperforming employee, disagreeing with a spouse, or negotiating with a client. From the Harvard Negotiation Project, the organization that brought you Getting to Yes, Difficult Conversations provides a step-by-step approach to having those tough conversations with less stress and more success. you’ll learn how to:
· Decipher the underlying structure of every difficult conversation
· Start a conversation without defensiveness
· Listen for the meaning of what is not said
· Stay balanced in the face of attacks and accusations
· Move from emotion to productive problem solving
In the continual quest for sustainable growth, companies
have traditionally focused on the competition.
They have fought over the same customers, tried to
improve on the same benefits, and hoped to wring
profits from a shrinking revenue stream. In Blue
Ocean Strategy, professors W. Chan Kim and Renée
Mauborgne argue that the key to success is to make the
competition irrelevant. They offer a practical, tested
analytical framework that innovators in any sector
can use to create new, uncontested market space. In
this “blue ocean,” organizations can take advantage
of untapped demand and deliver powerful leaps in
value—both for their customers and for themselves.
Emotional Intelligence 2.0 , a self-help book by Travis Bradberry and Jean Greaves, provides a toolkit and guide for readers to increase their emotional intelligence (EQ), which the writers say can be a benefit in business and personal relationships.
You can no longer count on a return to “ Normal” competitive conditions. The business world is flat, with capital & knowledge able to move anywhere instantly. Brands are losing value, regulations are increasing and competitors can come out anywhere. Filtered information, Selective hearing, Wishful thinking, Fear and Emotional over investment can all act to prevent an organization from Confronting and dealing with reality.
As a way to understand reality, the authors put a high premium on business savvy- the ability to understand the fundamentals of a business, and the connections between them. The book presents a model and process to help leaders learn business savvy to recognize the position of their business in wider external realities and to take action based on that understanding.
The triple bottom line consists of financial profit (or success), social justice, and environmental protection. It is sometimes summarized as “Profits, People, and Planet.” An intimately related concept is “sustainability”---corporations that are built to last, societies that are stable and just, and a global natural environment that is in a healthy equilibrium. The basic argument is that we live in a time when a narrow, short-term focus on the financial bottom line alone will generate dysfunctions among people and in the environment that will come back to bite the corporation.
Sustainability and the “3BL” are, instead, about mutual benefits flowing in all three directions. The challenge is to find the sustainability “sweet spot” (think golf) where all three interests coincide. Example: Toyota’s Prius low-fuel hybrid benefits the environment, the people who build or buy them, and the owners of the company. Certainly there will be trade-offs; 3BL choices and strategies will require negotiation and compromise. But this is now an economic reality, not just an altruistic dream
It could be argued that what’s new here is just a strong case that financially successful companies must think more broadly and holistically and be sure to take into account all their stakeholder interests, including the environment and society. But it is still the financial bottom line driving the business.
Business ethics is a huge canvas, bigger than sustainability, CSR, corporate governance, or the 3BL. Business ethics is about doing the right thing and building good organizations. Business ethics and values grow out of purposes, missions, and visions and are organically intertwined with corporate cultures. There are more than three bottom lines---there are bottom lines related to every stakeholder. Business ethics doesn’t just ask how to keep three of those stakeholders (owners, environment, society) going and make them last (sustain them) but about what is right and fair and just, about what would constitute excellence and success.
THE Bhagavad Gita is an Indian spiritual text of about 700 verses. The classic takes the form of a conversation between Krishna and Arjuna. The book by Debashis Chatterjee weaves their beautiful battlefield conversation into a narrative on the problems faced by leaders such as Arjuna and the solution provided by Krishna from a perspective that is both compelling and contemporary.
In this book, Krishna guides Arjuna through the ABCs of leadership. A for authenticity or truth; B stands for Being, which is the fundamental raw material for becoming a leader; and C stands for Convergence, which a leader achieves between his or her current reality and his & her goal, or between a problem/ challenges and its solution.
In the chapter “Leaders are Masters of their Minds”, the book poses the question: How does one begin the conquest of the turbulent mind? Krishna’s prescription is to return to the calm and stillness of the real self. Self-image is characterised by change and anxiety while the real self stands still in intense observation.
Stillness is the power behind intense action. Timeless leaders have taught us the art and science of always being still. Timeless leaders succeed only by the application of stillness. A mind that is restless, anxious, and nervous always misses the mark. Only a steady, controlled, almost machinelike hand can shoot the arrow that hits the bull’s eye. Krishna speaks of being indivisibly one with one’s goal, even like the arrowhead that has struck into the target.
An undivided concentration naturally brings about an absolutely unshakable stillness. The journey towards self-realisation involves the disciplines of silence and solitude. The Bhagavad Gita tells us: “The unreal has no being: the real never ceases to be. The final truth about them both has thus been perceived by the seers of ultimate reality”.
In the concluding chapter, the book relates the plight of the modern leader stuck on the information superhighway. Krishna argues that the busy mind is a mob of unprocessed thoughts and emotions. The only way to deal effectively with this mob is to create distance between the mob and the observer, who can now see the mob without being part of it. This observer within the leader is like the screen on which a filmed drama is projected.
By reading this book or the summary you learn about
· Why Leaders are effective because of who they are on the inside –Being of the person.
· How to go the highest level of leadership by developing character qualities from the inside out.
· How true commitment inspires and attracts people.
· How to start and sustain the process of continuous personal growth.
The commonly held belief that life gets easier at the top is partly true. The loftier your role in a large enterprise, the more control you have over your day-to-day activities and more you are compensated for them. But the challenges also get tougher. For one thing, you are more visible. Your mistakes, and your ability to recover from them will be noticed. Also, fewer positions exist at that rarefied level. To advance, you have to either displace someone above you or create an entirely new business. Failure is not an option, unless you can make it seem like success. To manage all this with Integrity- that is a challenge indeed.
There are two ways to proceed. You can practice relentless discipline: curbing every impulse, making every moment count , and preparing diligently for each potential challenge. Or you can approach the world with insouciant savoir-faire, trusting that your charm and resourcefulness will get you through while making it all look easy.
At the heart of this book is a question about the proper way to live. To what extent must we lead disciplined lives to be powerful people? Is that discipline a matter of duty, compensation for the original sin of being imperfect, or is it a matter of joy, of calling forth the inner golden virtue that lies deep within all of us ? In Goldsmith’s eye, it is both- and it is both- an if you dare to take on the practices he recommends, you may come to agree with him.
1. Some Impressionistic takes from the book of
Geoff Smart & Randy Street
“Solve your #1 Problem – Who”
By Ramki
ramaddster@gmail.com
2. About the Authors
Geoff Smart is the No. 1 thought leader on the No.
1 topic in business.
He is chairman and founder of ghSMART, where
his clients include Fortune 500 CEOs and boards,
billionaire entrepreneurs and heads of state.
With Randy Street, he is the New York Times
bestselling author of Who: The A Method for
Hiring (Ballantine, 2008). He is also the author of
Leadocracy (Greenleaf, 2012) and the co-author
of the Wall Street Journal bestseller Power Score:
Your Formula for Leadership Success (Random
House, 2015).
Geoff is the founder of SMARTKids Leadership Program™, which
provides mentoring and scholarships to students with leadership potential
from low-income communities, and he also founded
The Leaders Initiative™ to inspire private sector leaders to work in
government. Geoff loves giving talks on the topic of hiring and leading
talented teams to audiences globally.
3. About the Authors
Randy Street is the managing partner of ghSMART.
He has advised boards, CEOs and executive teams
for over 25 years on topics ranging from CEO
succession to management due diligence, and he
regularly helps them select and develop teams that
win. In collaboration with Geoff Smart, Randy co-
authored Who: The A Method for Hiring, and he is
also the co-author of Power Score: Your Formula for
Leadership Success.
Prior to joining ghSMART, Randy was the EVP of
sales and marketing and EVP of corporate
development and strategy for EzGov, a software firm
that was named the fastest growing company in
Atlanta during his tenure. Before that, Randy was a
strategy consultant with Bain & Company.
He is also a popular keynote speaker with a dynamic
and energetic style that routinely generates the
highest audience satisfaction scores possible.
4. Prelude
Every Leader knows that hiring people is a tricky process with little
room for error. After all, one bad hire can lower productivity, drive away
customers and poison morale.
In fact, the average hiring mistake costs a company US $1.5 million or
more in hard costs and countless wasted working hours. This statistic
becomes even more startling when one considers that the estimated
hiring success rate for the typical manager is only 50 percent.
But bad eggs can be hard to detect during the interview process.
Candidates can exaggerate or be less than forthcoming, and hiring
managers often rely on outdated interviewing methods that seem
effective but don’t produce enough reliable information before it’s too
late.
That’s why Geoff Smart and Randy Street developed their A Method for
Hiring, which is the focus of their book, Who. Based on more than
1,300 hours of interviews with more than 20 billionaires and 300 CEOs,
the A Method explores the fundamental elements of the hiring process.
5. Prelude
That’s why Geoff Smart and Randy Street developed their A Method for
Hiring, which is the focus of their book, Who. Based on more than
1,300 hours of interviews with more than 20 billionaires and 300 CEOs,
the A Method explores the fundamental elements of the hiring process.
It also offers step-by-step interview methods that help managers clarify
their hiring needs and expectations, reveal more information about
candidates, and help weed out B and C Players quickly.
This ensures that new hires have the right skills and are cultural
matches who are there for the long haul. The A Method helps source A
Players, offers strategies for convincing A Players to come aboard and
ultimately helps companies focus on who decisions as often as they
focus on what decisions.
Almost every company finds it challenging to find and hire the right
talents. The #1 problem isn’t about the right strategy, products or
processes; it’s about finding and putting the right people in the right
roles so they can make the right decisions and deliver outcomes that
matter. The A Method for Hiring is a proven 4-step approach that you
can use to hire A Players in any level of your organization.
6. How to avoid common “voodoo hiring” methods.
How to clarify what you need.
How to ask the right interview questions to dramatically
improve your ability to quickly distinguish an A Player from
a B or C candidate.
How to attract the person you want to hire, by emphasizing
the points the candidate cares about most.
Learnings from this book
8. Who, Not What
Who mistakes happen
when managers:
Are unclear about what is needed in
a job
Have a weak flow of candidates Do
not trust their ability to pick out the
right candidate from a group of
similar- looking candidates
Lose candidates they really
want to join their team
10. Top 10 voodoo hiring methods:
Voodoo Hiring
TheArt
Critic
The
Sponge
The
Prosecutor
The
Suitor
The
Trickster
TheAnimal
Lover
The
Chatterbox
The
Psychological
& Personality
Tester
TheAptitude
Tester
The Fortune-
Teller
11. The techniques you will learn in the pages that follow will
help everyone — boards, hiring managers at every level,
even parents hiring a nanny — find the right who for
whatever position needs filling.
Before the method can work to its optimal level, though,
chances are you might have to break some bad hiring
habits of your own.
Voodoo Hiring
If you find yourself time and again wondering how a misfit
got on the payroll, then it’s possible you are using one of
the top 10 voodoo hiring methods:……..
Voodoo Hiring
12. The Art Critic.
A good art critic can make an accurate appraisal of a painting
within minutes. With executive hiring, though, people who think
they are naturally equipped to “read” people on the fly are
setting themselves up to be fooled big-time.
The Sponge.
A common approach among busy managers is to let everybody
interview a candidate to soak up what they can. The Sponge’s
ultimate assessment of the person he hires rarely goes deeper
than “He’s a good guy!”
The Prosecutor.
Prosecutors aggressively question candidates, attempting to
trip them up with trick questions and logic problems. In the end,
trick questions might land you the most knowledgeable
candidate, but knowledge and ability to do the job are not the
same thing.
Voodoo Hiring
13. The Suitor.
Suitors are more concerned with impressing candidates than
assessing their capabilities. They spend all their time in an
interview talking and virtually no time listening. Suitors land their
share of candidates, but they take their chances with a candidate
actually being a good fit.
The Trickster.
These are the interviewers who use gimmicks to test for certain
behaviors. They might throw a wad of paper on the floor, for
example, to see if a candidate is willing to clean it up, or take him
to a party to see how he interacts with other partygoers.
The Animal Lover.
Many managers hold on stubbornly to their favorite pet questions
— questions they think will reveal something uniquely important
about a candidate. Not only do questions like this lack any
relevance or scientific basis, but they are utterly useless as
predictors of on-the-job performance.
Voodoo Hiring
14. The Suitor.
Suitors are more concerned with impressing candidates than
assessing their capabilities. They spend all their time in an
interview talking and virtually no time listening. Suitors land their
share of candidates, but they take their chances with a candidate
actually being a good fit.
The Trickster.
These are the interviewers who use gimmicks to test for certain
behaviors. They might throw a wad of paper on the floor, for
example, to see if a candidate is willing to clean it up, or take him
to a party to see how he interacts with other partygoers.
The Animal Lover.
Many managers hold on stubbornly to their favorite pet questions
— questions they think will reveal something uniquely important
about a candidate. Not only do questions like this lack any
relevance or scientific basis, but they are utterly useless as
predictors of on-the-job performance.
Voodoo Hiring
15. The Chatterbox.
This technique has a lot in common with the “la-di-da” interview. You’re
supposed to be picking up a future trusted colleague, not someone with
whom you can bat around baseball stats.
The Psychological and Personality Tester.
The Handbook of Industrial/Organization Psychology recommends against
using these types of tests for executive selection decisions, and with good
reason. Savvy candidates can easily fake the answers based on the job for
which they are vying.
The Aptitude Tester.
Tests can help managers determine whether a person has the right aptitude
for a specific role, such as persistence for a business development position,
but they should never become the sole determinant in a hiring decision.
The Fortune-Teller.
Just like a fortune-teller looking into a crystal ball to predict the future, some
interviewers like to ask their candidates to look into the future regarding the
job at hand by asking hypothetical questions. Remember, it’s the walk that
counts, not the talk.
Voodoo Hiring
16. An A Player is defined as a candidate who has at least a 90 percent chance
of achieving a set of outcomes that only the top 10 percent of possible
candidates could achieve. You need to initially stack the odds in your favor by
hiring people who have at least a 90 percent chance of succeeding in the role
you have defined.
How do you get an A team? The solution is called the “ghSMART A Method
for Hiring,” or the “A Method” for short. You can think of each line in the letter
A and the underline as four steps that build the whole method.
The four steps are:
Scorecard. By defining A performance for a role, the scorecard gives you a
clear picture of what the person you seek needs to be able to accomplish.
Source. Systematic sourcing before you have slots to fill ensures that you
have high-quality candidates waiting when you need them.
Select. Selecting talent in the A Method involves a series of structured
interviews that allow you to gather the relevant facts about a person so you
can rate your scorecard and make an informed hiring decision.
Sell. Selling the right way ensures that you avoid the biggest pitfalls that
cause the very people you want the most to take their talents elsewhere.
Finding A Players
17. Select
Scorecard
Sell
Source
An A Player fits with your
company culture & can
accomplish the desired
job outcomes with High
Standards
He/she has >= 90%
chance of achieving the
desired job outcomes,
which only the top 10%
candidates could achieve.
No clarity on job
requirements
Lack of good
candidates
Unable to
choose the right
candidates
Losing the
selected
candidates
Use a Scorecard
for clarity
Source for a ready
pipeline of talents
Select with a
structured
approach
Sell to secure
the talent you
want
The 4-Part Process for hiring A-Players
The A method for Hiring by ghSMART is a proven 4-step approach for
hiring A Players in any level of the Organization
18. Select
Scorecard
Sell
Source
Develop the Job
Success Blueprint.
Mission
Outcomes
Competencies
Identify A players with 4
Interviews.
Screening interview
Top grading interview
Focused interview
Reference interview
The 4-Part Process for hiring A-Players
Build a Talent pipeline
before it is needed
Referrals
External Recruiters
Sourcing Systems
Secure the Candidate
you want
Appeal to the 5 Fs
Sell in 5 phases
The A Method for Hiring is a simple, proven 4-step process to identify and hire A
players at all levels of the organization.
21. Scorecards describe the mission for the position, outcomes that
must be accomplished, and competencies that fit with both the
culture of the company and the role.
Mission: The Essence of the Job
The mission is an executive summary of the job’s core
purpose. For a mission to be meaningful, it has to be written
in plain language, not the gobbledygook so commonly found
in business today.
Here is a perfect example of what not to do: “The mission for
this role is to maximize shareholder value by leveraging core
assets of the NPC division while minimizing communication
deficiencies and obfuscations.” You’ll know you have a good
mission when candidates, recruiters and even other
members of your team understand what you are looking for
without having to ask clarifying questions.
Scorecard- A Blueprint for Success
22. Outcomes: Defining What Must Get Done
Outcomes, the second part of a scorecard, describe what a
person needs to accomplish in a role. Either a sales vice
president can close $50 million of business by the end of year
three or he can’t. Set the outcomes high enough — but still
within reason — and you’ll scare off B and C Players even as
you pull in the kind of A Players who thrive on big challenges
that fit their skills.
While typical job descriptions break down because they focus
on activities or a list of things a person will be doing (calling
on customers, selling), scorecards succeed because they
focus on outcomes, or what a person must get done (grow
revenue from $25 million to $50 million by the end of year
three).
Scorecard- A Blueprint for Success
23. Competencies: Ensuring Behavioural Fit
Competencies define how you expect a new hire to operate in the
fulfillment of the job and the achievement of the outcomes. What
competencies really count?
Efficiency , Honesty/integrity
Organization and planning, Aggressiveness
Follow-through on commitments, Intelligence
Analytical skills, Attention to detail
Persistence, Proactivity
In addition, you might want to consider some of the following
competencies:
Ability to hire A Players (for Managers)
Ability to develop people (for Managers)
Flexibility/adaptability
Calm under pressure
Scorecard- A Blueprint for Success
24. Competencies: Ensuring Behavioural Fit
Strategic thinking/visioning
Creativity/innovation
Enthusiasm
Work ethic
High standards
Listening skills
Openness to criticism and ideas
Communication
Teamwork
Persuasion
Scorecard- A Blueprint for Success
25. Cultural Competencies: Ensuring Organizational Fit
Evaluating cultural fit obviously begins with evaluating your
company’s culture.
That takes time and energy but often yields insights whose
usefulness goes beyond the hiring process.
Try gathering your leadership team in a room & asking this
simple question: “What adjectives would you use to describe our
culture?” It won’t take long before a picture emerges.
Evaluating culture sometimes means removing people who are
not a fit. Culture fits — or misfits — inevitably affect the bottom
line, but they are about much more than money.
Scorecard- A Blueprint for Success
26. Scorecards ensure not just that you have A Players but that
the A Players are delivering A performances.
A good scorecard process translates the objectives of the
strategy into clear outcomes for the CEO and senior
leadership team.
The senior team then translates their outcomes to the
scorecards of those below them, and so on. Scorecards set
expectations with new hires, monitor employee progress over
time, objectify your annual review systems and allow you to
rate your team annually as part of a talent review process.
From Scorecard to Strategy
28. Of all the ways to source candidates, the No. 1 method is to ask for
referrals from your personal and professional networks. Talented
people know talented people, and they’re almost always glad to
pass along one another’s names. People you interact with every day
are the most powerful sources of talent you will ever find.
As valuable as outside referrals are, in-house ones often provide
better-targeted sourcing. At ghSMART, in-house referrals are a key
part of not only staffing policies but also promotions. Organizations
of virtually any size can achieve much the same effect by building
internal sourcing into their employee scorecards.
Try including something along the lines of “Source [number] A
Player candidates per year,” then reward the effort by providing a
financial or other incentive such as extra vacation time for those
who achieve and exceed the goal.
When employees are turned into talent spotters, everyone starts
viewing the business through a who lens, not just a what one.
Generating a flow of A Players
29. The idea of extending the reach of your search through
“deputizing” some of the most influential people in your network
is a good one.
Deputizing friends of the firm will create new, accelerated
sources of talent, but you still need to pay attention to process,
and you have to be disciplined.
Make sure that the deputies are reporting in on a regular basis,
and whatever incentive you choose, check and double-check
that it’s sufficient so that busy people will participate.
Generating a flow of A Players
30. Think of recruiters much the way you would think of a doctor or a
financial adviser.
The more you keep them in the dark about who you are, what’s
wrong and what you really need, the less effective they will be. In
fact, great recruiters are unlikely to accept an assignment from
you unless they have an opportunity to get that view.
Recruiting researchers won’t conduct interviews themselves.
Instead, they’ll identify names for your internal recruiting team or
managers to pursue.
You can help tailor the flow of candidates to your needs by taking
time at the front-end to orient recruiting researchers to your
culture, business needs, and even management style and
preferences.
Hiring External Recruiters & Researchers
32. Network referrals – Talented professionals know other talented
professionals. Contact at least one great talent in your network each week
to ask for referrals to possible hires.
Staff referrals – Make good referrals part of your employee scorecard and
offer bonuses to staff members who refer strong candidates.
“Deputizing friends of the firm” – Offer incentives to affiliates for good
referrals.
“External recruiters” – Professional recruiters can be powerful assets, but
to be effective, they need a thorough understanding of your business.
“Recruiting researchers” – These firms do not interview prospects, but
they investigate the market and generate names. The more specific your
scorecard is, the more able they will be to give you suitable names.
“Sourcing systems” – These systems can be as simple as index card
files or as high-tech as your IT staff can devise. Either way, following up is
the crux of the system.
Six tactics to find good candidates:
33. Select : The 4 Interviews for spotting A Players
35. According to 4,000 studies and meta-analyses that were examined,
traditional interviewing is simply not predictive of job performance. How,
then, do you winnow the candidates whom you have found through
referrals or whom your recruiters and researchers have identified? The
best and surest way is through a series of four interviews that build on
each other:
The Screening interview
The Top grading Interview
The Focused interview
The Reference interview
The Screening Interview: Culling the List
The screening interview is a short, phone-based interview designed
to clear out B and C Players from your roster of candidates. We
recommend that you conduct the screening interview by phone and
that you take no more than 30 minutes. Four essential questions
will help you build a comprehensive fact base for weeding out clear
B and C Players in a screening interview.
4-Interviews for Spotting A Players
36. What are your career goals?
You give the candidate the first word rather than telling the person
about the company so he or she can parrot back what you just said.
Talented people know what they want to do and are not afraid to tell
you about it.
What are you really good at professionally?
We suggest you push candidates to tell you eight to 12 positives so
you can build a complete picture of their professional aptitude.
What are you not good at or not interested in doing
professionally?
If a candidate comes up woefully short,
if the weaknesses are all strengths in disguise or if
you see any deal killers relative to your scorecard,
then screen the candidate out.
Who were your last five bosses, and how will they each rate your
performance on a 1-10 scale when we talk to them?
Notice the language used in the question. Not “if we talk to them.”
When. Candidates will be thinking, “Uh-oh, I’d better be honest.
4-Interviews for Spotting A Players
37. After a candidate answers one of the primary questions, get
curious about the answer by asking a follow-up question that
begins with “What,” “How” or “Tell me more.”
Sample questions include
What do you mean?
What did that look like?
What happened?
What is a good example of that?
What was your role?
What did you do? Sure, it can seem like you are probing a
lot, but this is a key step in an important who decision that
can affect your entire company.
4-Interviews for Spotting A Players
38. The Top grading Interview is the key interview within the “Select” step of
the ghSMART A Method for Hiring. It’s a chronological walk-through of a
person’s career.
You begin by asking about the highs and lows of a person’s educational
experience to gain insight into his or her background. Then you ask five
simple questions for each job in the past 15 years, beginning with the
earliest and working your way forward to the present day.
What were you hired to do?
In a way, you are trying to discover what their scorecard might have
been if they had had one.
What accomplishments are you most proud of?
A Players tend to talk about outcomes linked to expectations. B and
C Players talk generally about events, people they met or aspects of
the job they liked, without ever getting into results.
What were some low points during that job?
Don’t let the candidate off the hook. Keep pushing until the
candidate shares the lows.
The Top grading Interview: The Power of Patterns for Choosing Who
39. Who were the people you worked with?
Begin by asking candidates for their boss’s name. Next, ask
what they thought it was like working with John Smith. Now
ask, “What will Mr. Smith say were your biggest strengths
and areas for improvement?” Be sure to say will, not would.
Why did you leave that job?
It is an important piece of the puzzle to figure out if somebody
decided to leave a job after being successful (an A Player
clue) or whether he or she was pushed out of a job by a boss
who did not value their contribution (a B or C Player clue).
The Top grading Interview: The Power of Patterns for Choosing Who
40. The Top grading Interview takes three hours for a senior
executive (and less for more junior people).
The length of the interview will help you in two ways initially.
First, it will encourage you to get really good at the screening
interview so you are able to spend most of your time Top
grading the best candidates.
Second, it will enable you to reduce your hiring failure rate by
such a wide margin that you will never hire another person
again without using this methodology.
That said, we also recommend that you conduct the Top
grading Interview with a colleague — perhaps someone from
HR, another manager or member of your team, or simply
someone who wants to learn the method by observing you.
One person can ask the questions while the other takes notes,
or you can both do a little of each.
Conducting an Effective Top grading Interview
41. Based on feedback from first-time users, here are five master
tactics to make the Top grading interview as easy and effective
as possible.
Master Tactic #1: Interrupting
You have to interrupt the candidate. If you don’t, he or she
might talk for 10 hours straight about things that are not at all
relevant.
The bad way to interrupt somebody is to put up your hand like
a stop sign gesture and say, “Wait, wait, wait. Let me stop you
there. Can we get back on track?”
The good way to interrupt somebody is to smile broadly, match
their enthusiasm level and use reflective listening to get them
to stop talking without demoralizing them..
5 Master Tactics
42. Master Tactic #2: The Three P’s
The three P’s are questions you can use to clarify how valuable an
accomplishment was in any context. The questions are:
How did your performance compare to the previous year’s performance?
How did your performance compare to the plan?
How did your performance compare to that of peers?
Master Tactic #3: Push Versus Pull
People who perform well are generally pulled to greater opportunities.
People who perform poorly are often pushed out of their jobs. Do not hire
anybody who has been pushed out of 20 percent or more of their jobs. After
you ask, “Why did you leave that job?” you will hear one of two answers:
Push. “It was mutual.” “It was time for me to leave.” “My boss and I were
not getting along.” “Judy got promoted and I did not.” “My role shrank.” “I
missed my number and was told that I was on thin ice.”
Pull. “My biggest client hired me.” “My old boss recruited me to a bigger
job.” “The CEO asked me to take a double promotion.” “A former peer
went to a competitor and referred me to his boss.”
5 Master Tactics
43. Master Tactic #4: Painting a Picture
You’ll know you understand what a candidate is saying when you
can literally see a picture of it in your mind.
For example, a candidate might say she is an excellent
communicator.
Don’t assume you know what that means. Get curious to truly
understand.
Master Tactic #5: Stopping at the Stop Signs
If someone says, “We did great in that role,” while shifting in his
chair, looking down and covering his mouth, that is a stop sign.
When you see that, slam on the brakes, get curious and see just
how “great” he actually did.
5 Master Tactics
44. The focused interview is similar to the commonly used
behavioral interview –– with one major difference:
It is focused on the outcomes and competencies of the
scorecard, not some vaguely defined job description or
manager’s intuition.
For example, let’s say you are hiring a VP of sales. The
scorecard you created has four outcomes on it. In addition,
let’s say you have identified six competencies that define
success in the job. Try assigning three members of your team
to perform focused interviews based on this scorecard. Each
interview should take 45 minutes to one hour, depending on
how many outcomes and competencies you assign to each
interviewer.
The Focused Interview
45. There are 3 things you have to do to have successful reference
interviews. First, pick the right references.
Review your notes from the Top grading Interview and pick the
bosses, peers and subordinates with whom you would like to speak.
Second, ask the candidate to contact the references to set up the
calls.
Third, conduct the right number of reference interviews. You should
personally do about four and ask your colleagues to do three, for a
total of seven reference interviews.
The A Method uses five simple questions for the reference interview:
In what context did you work with the person?
What were the person’s biggest strengths?
What were the person’s biggest areas for improvement back then?
How would you rate his/her overall performance in that job on a 1-
10 scale? What about his or her performance causes you to give
that rating?
The person mentioned that he/she struggled with _____ in that job.
Can you tell me more about that?
The Reference Interview-Testing what you have learned
46. People don’t like to give a negative reference. Your best defense
is to pay very close attention to what people say and how they
say it. A reference who hesitates is typically trying hard not to say
something that will condemn your candidate or put him- or
herself at legal risk.
The Reference Interview-Testing what you have learned
47. Your goal after the Top grading and focused interviews is to decide
whether to continue the process with a particular candidate.
Begin by examining skill. When you believe there is a 90 percent or
better chance the candidate can achieve an outcome based on the
data you gathered during the interview, rate him or her an A for that
outcome.
Next, evaluate will. Will has to do with the motivations and
competencies a candidate brings to the table. Repeat the process
for each competency.
How will you know when you have hit the skill-will bull’s-eye?
When you are 90 percent or more confident that a candidate can get
the job done because his or her skills match the outcomes on your
scorecard, and
You are 90 percent or more confident that the candidate will be a
good fit because his or her will matches the mission and
competencies of the role.
Decide who to Hire ?
48. With all this great data, the decision should be easy.
Here is what you do:
Take out your scorecards that you have completed on each
candidate.
Make sure you have rated all the candidates on the
scorecard.
If you have no A’s, then restart the process at the second
step: source.
If you have one A, decide to hire that person.
If you have multiple A’s, then rank them and decide to hire
the best A from among them. .
Decide who to Hire ?
49. Nobody has studied behavioral warning signs more than Marshall
Goldsmith, named by BusinessWeek as one of the most influential
practitioners of leadership development in history.
Goldsmith identifies 20 behavioral derailers that can hurt an
executive’s career. When we asked him which of those derailers to
consider during the hiring process, he offered this list:
Candidates who boast about winning battles that do not matter
much.
A candidate who tries to add too many of his own ideas to yours.
Starting a sentence with “no,” “but,” or “however” during the
interview process.
Telling the world how smart we are.
Making destructive comments about previous colleagues.
Passing the buck.
Making excuses.
Making comments that start “That’s just me.”
Marshall Goldsmith’s Behavioural Warning Signs
52. Sell is the fourth and final step in the A Method for Hiring. It turns out that
candidates tend to care about five things, so make sure that you address
each of these five areas until you get the person to sign on the dotted line.
The five areas, which we call the five F’s of selling, are fit, family, freedom,
fortune and fun.
Selling Fit. Fit is by far the most important point to sell. Fit means
showing the candidate how his or her goals, talents and values fit into your
vision, strategy and culture.
Selling Family. Sometimes sealing the deal takes more than asking about
a would-be hire’s family.
So bring them to town and show them around. Hire a real-estate broker to
give them a tour of possible neighborhoods and schools. Take them to
dinner. Introduce them to other awesome families of your teammates.
Selling Freedom. A Players want to operate without micromanagement,
develop their own leadership styles and prove their own worth. Show them
that both you and your organizational culture will support their need for
freedom, and you’ll go a long way toward sealing the deal.
Sell- The top 5 ways to seal the deal
53. The Top Five Ways to Seal the Deal
Sell is the fourth and final step in the A
Method for Hiring.
Fit
Family
Freedom
Fortune
Fun
5 F for Selling
54. Selling Fortune. Research shows that while money can be a disincentive
if it is too low or not linked to performance, it rarely is the key motivator.
That doesn’t mean you can ignore it. Scorecards define A performance
and provide objective metrics for monitoring it. Linking bonuses to
scorecard attainment ensures that you pay top compensation only when
you get A performance.
Selling Fun. What “fun” means, of course, is closely tied to corporate
culture.
There are five distinct phases of the hiring process that merit an
increased selling effort on your part.
The waves are:
When you source.
When you interview.
The time between your offer and the candidate’s acceptance.
The time between the candidate’s acceptance and his or her first day.
The new hire’s first 100 days on the job
Sell- The top 5 ways to seal the deal
55. Selling during the interview process typically happens toward the end
of each interview. The question time at the end is when you put on
your sales hat, assuming you still see potential in the candidate.
Backing too far away at the point between offer and acceptance can
feel a lot like a cold shoulder. Stay in touch with candidates on a
regular basis. Show them how much they will fit with and contribute to
the company.
Woo their families. Commit to giving them freedom and autonomy to
do their job. Address financial concerns. And involve them in the fun
your employees are already having.
Finally, the big day comes when your new A Player joins the company.
But guess what? You still aren’t done selling. People get buyer’s
remorse during these early months and are tempted to cut their losses.
The good news is that all the work you have done up to this point —
the scorecard, sourcing and selection process — should have given
you enough insight to create a program to ensure the new hire’s
success.
Sell- The top 5 ways to seal the deal
56. Hiring is a serious business. The attempt
has been made to demystify and simplify the
process for you, but no one can ignore the
legalities of hiring. Many managers get
themselves and their companies into big
trouble by ignoring basic principles
Greatest Opportunity
57. Hiring is a serious business. The attempt has been made to demystify and
simplify the process for you, but no one can ignore the legalities of hiring.
Many managers get themselves and their companies into big trouble by
ignoring basic principles. Work with your HR people and employment legal
team to gain a thorough understanding of all the issues to be aware of.
Legal Traps to Avoid
To stay well within the law, respect these four areas of caution:
Relevance. Do not reject candidates for reasons that are not relevant to the job.
Standardization of hiring process. A standard process ensures fairness across
all groups.
Use nondiscretionary language during interviews and in written forms.
Obviously, never use language that is derogatory toward anyone.
Avoid asking candidates illegal questions. In the United States, these questions
include anything to do with marital status, intention to have children, whether or
not candidates are pregnant, when they were born, where they were born,
medical condition (unless specifically relevant to the performance of the job),
race or ethnicity, sexual orientation, or physical or mental handicaps (again,
unless directly relevant to the performance of the job).
Greatest Opportunity
58. Over the years the thought of hiring a full team of A Players can
make many managers nervous.
There are even managers who express their fears explicitly:
“Aren’t A Players the athletes who don’t work well together?” or
“Isn’t there an inherent conflict because they all want to be the
star?”
A Players get the job done while embracing the culture because
the scorecard ensures that they fit the culture.
Collectively, they form an A team because they know how to pull
the oars together.
While the A Players you bring in need to be attuned to your
culture, the culture needs enough elasticity to embrace the A
Players who can challenge you in areas where you need to be
challenged. Seeing it all come together is truly a beautiful thing.
Thoughts on Building your Team
59.
60. A bad hiring decision costs a business an average of 15
times the faulty hire’s pay.
Leaders make bad hires because they lack systematic
recruitment methods and use the wrong techniques.
To use the “A Method for Hiring,” create a scorecard that
defines the job’s mission, desired outcomes and
competencies before you begin recruiting.
Referrals are the best way to find great candidates who can
be “A” level employees.
A top recruit is vastly more likely to reach the goals you set.
Offer employees and managers incentives for referring great
potential hires.
Key Take away…
61. To select the best candidates, conduct a series of four
progressively deeper, more detailed interviews. Press for
thorough, descriptive answers.
Always check references. Ask job candidates to give their
source people prior notice of your call. Then they are apt to
be more forthcoming.
When talking to references, listen between the lines – faint
praise is damning.
Sell the job to the candidate based on “fit, family, fortune,
freedom and fun,” whichever elements of the position the
prospect values most.
Key Take away…