The Raymond Soroka Breakfast Series

Getting the Right People on the Bus

Dr. Shayne Tracy Newhouse Partners

October 20, 2010

About Newhouse Partners

We partner with senior management and business owners as “trusted advisors” to provide ongoing counsel and resources to maximize business value

in human capital, sales and marketing, finance and operations.

Finances of Turnover

Turnover from a Financial PerspectiveThere are hard costs e.g. severance, legalThere are soft costs e.g. training new employeeThere are hidden costs e.g. customer satisfaction12% average turnover in businessesWe fail to understand the full impact of turnover

because cost are distributed across many different company departments & accounts.

No one person is tasked with quantifying the costs

“One of the most significant causes of employee turnover, poor performance and productivity, low job satisfaction and engagement and corporate conflict is the mismatch between the position/job description and what the employee actually believes they are expected to do”

Dr. Shayne Tracy

The Power of the Position/Job Description •Retention•Performance•Productivity•Satisfaction•Engagement•Attraction

If the job could talk what would it say it neededfor optimum performance (quality) and productivity (quantity)?

The OLD selection and hiring paradigm

Match theperson(candidate) to theposition/job

Assumptions:The position/job description is accurate as far as I know"Gut feel" will carry the day-"I have always hired on gut feel"Managers know the position/job expectationsEmployees know what is expected of themWe use variable pay based on merit-how hard they workManagers are accountable for the position/job expectationsManagers know what to look for when appraising performanceWe have paid a lot more for severances and legal costs than we shouldIt shouldn't take much to hire the right personLets leave it to a headhunter

BehavioursWillingness

Motivation Factors

ResumeWork history

EducationCertifications

Experience

CorporateChemistry

CultureCustomer

Products, Services Personalities

Candidate Selection and Hiring Buffet

References

RecruitmentAgency

InterviewWho?How?

Selection and Hiring Variables

"Gut Feel"

JobDescription

Job Ads

Backgroundcheck

Referrals

Skills and Competencies

Ability FactorsTechnical

PeopleCoreSuccessFactors

ValuesAttitudesInterests

Work/Life MotivatorsWork Conscience

If the job could talk what would it say it neededfor optimum performance (quality) and productivity (quantity)?

The NEW selection and hiring paradigm

Match theposition/job to theperson(candidate)Results:

The position/job description will be accurateYou will increase retention rates"Gut feel" will be more accurate and feel"right"Managers know the position/job expectations intimatelyBehaviours, skills and values/work motivators will be knownManagers will be more accountable for the position/job expectationsYou will be able to train, coach and appraise performance more accuratelyYou will pay less for severances and legal costsYou will get the "right people on the bus" doing the right things

If The Position/Job Could Talk- Developing a Position Benchmark

Define KeyAccountabilities for the

Position

Subject Matter Experts HP employees/managers

What are the measureablesdeliverables, work products?

Complete Position Inventory Questionnaire

A complete review of allaspects of the position

Complete Online Position/Job AssessmentBehaviours, Skills, Competencies and Work

Motivators for Position/Job

What are the key successfactors for the Position/job?

Generate Position/Job ReportRoundtable discussion on

key success factorsfor the position/job

Create Job Description Validate job description withsubject matter experts (manager)

1. Provide consistent premier customer service with integrity that exceeds expectations and builds relationships

2. Communicates effectively and efficiently

3. Order management and contract review accurate 4. Phones answered in timely manner (less than 10 seconds)

5. Follow-up turn-a-round for answers; accurate timely resolutions with information given to customers within four hours

6. Knowledge of software, products, policies and services • Certifications, ISO standards testing

Sample Key Accountabilities

Benchmarked Position/Job Competencies

Behavioural Indicators

Interview Questions

Recruitment and Selection Using the Position/Job Benchmark

Create Targeted JobAd

Provide position/job ad specificationsto recruitment source

Attract Resumes

Telephone Interview

Screen Resumes against position/jobdescription

Develop primary shortlist for face to faceinterview-5 candidates

Face to face Interview Use behavioural questions from position/job benchmarkInvolve subject matter experts

Shortlist and Assess Final CandidatesSecond Validation Interview

Use Personal Talent AssessmentInterview using behavioural questions

Make Selection-Reference ChecksMake Offer

Negotiate Terms

Build an orientation and trainingplan for new employee

Candidate Competency Assessment

Job-Candidate Comparison

Alignment of Position to People + Right People in the Position = Success

oWell defined positions determine a company’s performance andproductivity oOrientation, training, compensation, performance review, succession are aligned with the position/job description

oPosition Benchmarking accurately identifies work motivators, requisitebehaviours and soft skill attributes necessary to perform the tasks andactivities

oBehaviour and values tend to be fixed but can be adapted Important to assess them up front

Alignment of Position to People + Right People in the Position = Success

oMatching a position benchmark to a candidate’s talent modelgenerates a better “fit” which fosters employee engagement andsatisfaction

oThe right person with the right talent in the right position delivers peak performance (quality) and optimum productivity (quantity)

oGaps in skill attributes can be closed with training, learning anddevelopment

oPrecision “talent mapping” dramatically enhances top levelperformance and improves job satisfaction and retention rates.

The Power of the Position/Job Description •Retention•Performance•Productivity•Satisfaction•Engagement

TEN STRATEGIES TO KEEP GOOD PEOPLE

1. Make sure everyone knows what is expected of them. Have a clear, concise description of the job and the expectations of the person in that job.

2. Let your talented people experience other jobs within the organization. Take advantage of the multiple skills your talented people possess.

3. Make sure your people have all the tools and knowledge necessary to do the job right. Know their strengths and their physical needs.

TEN STRATEGIES TO KEEP GOOD PEOPLE CONT’D*

4. Make sure you have a fast track for distributingimportant information to your people. Nothingturns off talent quicker than to find out aboutcompany strategy after the fact.

5. Know what your people can and will do. Give them the opportunity to do those things e very day.

6. Freely give genuine encouragement and praise publically and privately. Spend time with your people

7. Give managers the responsibility of having adevelopment plan for talented people on their teamand assume a partnership role with the employee toget it done.

8. Get to know people and continually update yourunderstanding of your key people. Revisit people ona regular basis; their needs and wants change.

9. Train managers in productivity coaching and holdmanagers accountable for talent development withintheir units.

10. Teach and train managers in the art of High Touch.People want to be respected, recognized, andrewarded for outstanding performance *Adapted from Stephen J. Blakesley is Managing Partner of GMS Talent L P

TEN STRATEGIES TO KEEP GOOD PEOPLE CONT’D

Questions?

What is the best time to Benchmark a job?

When you are creating a new positionWhen you are restructuring your businessWhen you have a vacancy to be filledWhen you create a new org chart

Newhouse Partners 1472 Postmaster Drive, Suite 11 Oakville, ON L6M 2Y7 Office: 416.873.8684     www.newhousepartners.com