Hire hard, invest in a team,reap the rewards
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Transcript of Hire hard, invest in a team,reap the rewards
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HIRE HARD, INVEST IN HIRE HARD, INVEST IN A TEAM,REAP THE A TEAM,REAP THE
REWARDSREWARDS
by Grant Gambleby Grant Gamble
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Staffing is a Major Staffing is a Major ConcernConcern
Finding quality staff has now over Finding quality staff has now over taken PPCA as the industries taken PPCA as the industries
No.1 concern.No.1 concern.
33
Staffing problems (AFIS2010)Staffing problems (AFIS2010)
Finding good staff at a club level is a major Finding good staff at a club level is a major concern (29%)concern (29%)
Finding quality staff at an industry level is Finding quality staff at an industry level is a major concern (53%)a major concern (53%)
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Fitness in MotionFitness in MotionWorld FitnessWorld Fitness
Ashgrove Body DesignersAshgrove Body DesignersACAC Fitness and WellnessACAC Fitness and Wellness
Red’s Red’s Indooroopilly WorkoutIndooroopilly Workout
Some clubs who have reaped the Some clubs who have reaped the rewards!rewards!
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ACAC PerformanceACAC Performance
Collectively 46,000 members @ 7 locationsCollectively 46,000 members @ 7 locations Gross in excess of $45M in 2009Gross in excess of $45M in 2009 Competition = Strong to Very Strong Competition = Strong to Very Strong Average household incomes between $56K Average household incomes between $56K
and $112Kand $112K
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Significant shift in focus to team . . .Significant shift in focus to team . . .
. . .has driven this exponential growth of . . .has driven this exponential growth of ACAC based on the development of:ACAC based on the development of:
Successful outreach to de-conditioned, Successful outreach to de-conditioned, seniors and kids (family markets)seniors and kids (family markets)
Community Partnerships Community Partnerships Medical PartnershipsMedical Partnerships
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Significant shift in focus and Significant shift in focus and practices . . .practices . . .
. . . has resulted in:. . . has resulted in: Huge demand on team members to meet Huge demand on team members to meet
the interested de-conditioned, senior and the interested de-conditioned, senior and family members’ needsfamily members’ needs
Significant shift in emphasis from hiring Significant shift in emphasis from hiring qualifications to hiring talentqualifications to hiring talent
““Hiring what you can’t teach!”Hiring what you can’t teach!”
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These inherent characteristics These inherent characteristics represent the critical hiring represent the critical hiring
non-negotiablesnon-negotiables
AttitudeAttitude PersonalityPersonality IntegrityIntegrity Emotional Emotional
IntelligenceIntelligence
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According to Tom Peters . . .According to Tom Peters . . .
““Your human asset Your human asset is your only asset!”is your only asset!”
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My interpretation . . .My interpretation . . .
““The The rightright human asset is your human asset is your most most critical critical asset!”asset!”
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Your Team Defines your Your Team Defines your Performance!?Performance!?
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The ‘TALENT’ you attract, hire, The ‘TALENT’ you attract, hire, and retain will determine your and retain will determine your
ultimate success!ultimate success!
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The old adage always holds . . .The old adage always holds . . .
Hire hard, manage easy!Hire hard, manage easy!
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The benefits of better hiring . . . The benefits of better hiring . . .
Reduced cost of acquisition of team Reduced cost of acquisition of team membersmembers
Reduced turnoverReduced turnover Reduced short-term (and long-term) Reduced short-term (and long-term)
training costs training costs NOTE: Numerous reports suggest that it costs between 10 NOTE: Numerous reports suggest that it costs between 10
and 20 times an employee’s weekly wage to turn an and 20 times an employee’s weekly wage to turn an employee over.employee over.
Reduced absenteeismReduced absenteeism
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The benefits of better hiring . . .The benefits of better hiring . . . Increased member retention*Increased member retention* Reduced stress and workload on principals Reduced stress and workload on principals
& managers& managers Improved overall performance of your entire Improved overall performance of your entire
team and companyteam and company
* 70.2% of members reported ‘Professional Staff * 70.2% of members reported ‘Professional Staff (polite, approachable, onhand) as a key factor in (polite, approachable, onhand) as a key factor in their ‘long term commitment to a club (AFIS2010)their ‘long term commitment to a club (AFIS2010)
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Lack of performance in your team could be Lack of performance in your team could be the result of one of many common the result of one of many common
mistakes:mistakes:
Insufficient focus on Human ResourcesInsufficient focus on Human Resources Filling positions, not hiring talentFilling positions, not hiring talent Typical hiring ‘problems’ . . .Typical hiring ‘problems’ . . . Cultural challengesCultural challenges Unrealistic expectationsUnrealistic expectations
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Failure to communicate expectationsFailure to communicate expectations Failure to orient and train new team members Failure to orient and train new team members
properlyproperly Poor compensation – financial and/or emotionalPoor compensation – financial and/or emotional Lack of the tools necessary to get the job doneLack of the tools necessary to get the job done Poor or non-existent team retention programsPoor or non-existent team retention programs
Lack of performance in your team could be Lack of performance in your team could be the result of one of many common the result of one of many common
mistakes:mistakes:
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Hiring problems – Hiring QualificationsHiring problems – Hiring Qualifications
Hiring qualifications is like using an entrance Hiring qualifications is like using an entrance exam . . . it has almost no predictive potential:exam . . . it has almost no predictive potential:
FACT: Entrance exams have 0% predictive FACT: Entrance exams have 0% predictive power as relates to the ultimate performance power as relates to the ultimate performance of the individual of the individual
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Hiring problems - InterviewHiring problems - Interview
Inaccurate prediction of job performance based Inaccurate prediction of job performance based on interview. Studies have shown poor on interview. Studies have shown poor correlation between work performance prediction correlation between work performance prediction and actual performance based on interviews:and actual performance based on interviews: Reily and Chao (1982) reported 0.19 correlationReily and Chao (1982) reported 0.19 correlation Hunter and Hunter (1984) showed 0.14 correlationHunter and Hunter (1984) showed 0.14 correlation
FACT: Many people interview better than they performFACT: Many people interview better than they performFACT: Many people perform better than they interviewFACT: Many people perform better than they interview
2020
Hiring problems . . . ResumeHiring problems . . . Resume
Inaccurate information from the Inaccurate information from the resume/application:resume/application:
FACT: Many people over-inflate past performancesFACT: Many people over-inflate past performancesFACT: Some people minimize their successesFACT: Some people minimize their successesTIP: Look at the ‘timeline’TIP: Look at the ‘timeline’
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Hiring problems - ReferencesHiring problems - References
Inaccurate information from references. Studies Inaccurate information from references. Studies have shown poor correlation between work have shown poor correlation between work performance prediction and actual performance performance prediction and actual performance based on references:based on references: Hunter and Hunter (1984) showed 0.26 correlationHunter and Hunter (1984) showed 0.26 correlation
FACT: Most ex-employers fear ramifications of negative FACT: Most ex-employers fear ramifications of negative commentscomments
FACT: Many references are too vague to have relevanceFACT: Many references are too vague to have relevanceFACT: Some are too positive – in an attempt to ‘help the person’FACT: Some are too positive – in an attempt to ‘help the person’FACT: Some are too negative, unfair and criticalFACT: Some are too negative, unfair and critical
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In fact finding ‘Talent’ is more In fact finding ‘Talent’ is more of an art than a science!of an art than a science!
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““If you’re looking to . . . If you’re looking to . . . Master the Talent Game . . . Master the Talent Game . . .
PUT IT AT THE TOP OF YOUR PUT IT AT THE TOP OF YOUR AGENDA!”AGENDA!”
Tom Peters - Re-imagineTom Peters - Re-imagine
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Tom Peters cites the following Tom Peters cites the following contrasts in today’s business world . . .contrasts in today’s business world . . .
WASWASPeople are “important”People are “important”
““People power” as a sloganPeople power” as a sloganHR pros as paper shufflersHR pros as paper shufflers
Hire to “fill a position”Hire to “fill a position”““Competitive” pay and benefits packageCompetitive” pay and benefits package
Talent “pays its dues”Talent “pays its dues”““Training” is a departmentTraining” is a department
Filling “diversity” slotsFilling “diversity” slotsWomen lagWomen lag
Secure job with “potential for advancement”Secure job with “potential for advancement”““Human Resources”Human Resources”
““Staff”Staff”““Employees”Employees”““Associates”Associates”““Personnel”Personnel”
ISISPeople are EVERYTHINGPeople are EVERYTHING““People power” as a strategyPeople power” as a strategyHR pros as “Talent Scouts”HR pros as “Talent Scouts”Hire to position a company for greatnessHire to position a company for greatnessExcellent pay-and-benefits packageExcellent pay-and-benefits packageTalent claims its prizeTalent claims its prizeTraining is an obsessionTraining is an obsessionFeeling the diversity imperativeFeeling the diversity imperativeWomen leadWomen leadA Great Place to WorkA Great Place to WorkTalent!Talent!Talent!Talent!Talent!Talent!Talent!Talent!Talent!Talent!
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FundamentalsFundamentals
Talk ‘Talent’Talk ‘Talent’ Talk ‘Team’ not ‘Staff’Talk ‘Team’ not ‘Staff’ Find out what your team members are Find out what your team members are
passionate aboutpassionate about Find the appropriate place for talentFind the appropriate place for talent Don’t waste talentDon’t waste talent
REMEMBER: You can’t change a person’s personality . . . REMEMBER: You can’t change a person’s personality . . . make someone happy, friendly, etc.make someone happy, friendly, etc.
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ToolsTools
Challenging interview processChallenging interview process Make the process demandingMake the process demanding
Excellent orientation systemExcellent orientation system Ensure, at the least, a good understanding of: Ensure, at the least, a good understanding of:
all departments functions all departments functions lines of communicationlines of communication the company’s missionthe company’s mission non-negotiablesnon-negotiables cultural imperatives etc.cultural imperatives etc. specific position expectationsspecific position expectations essential feedback ‘systems’essential feedback ‘systems’
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ToolsTools
Professional and Professional and personal developmentpersonal development Eagle AcademyEagle Academy ConferencesConferences Non-industry-specific Non-industry-specific
learning opportunitieslearning opportunities
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ToolsTools
Emotional compensationEmotional compensation Catch a Fellow Team Member Exceeding Catch a Fellow Team Member Exceeding
Your ExpectationsYour Expectations Catch Us Exceeding Your ExpectationsCatch Us Exceeding Your Expectations
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ToolsTools
Emotional compensationEmotional compensation Catch a Team Member Exceeding Your Catch a Team Member Exceeding Your
ExpectationsExpectations Catch Us Exceeding Your ExpectationsCatch Us Exceeding Your Expectations Ready Fire Aim AwardReady Fire Aim Award Annual Awards Presentation for Cultural Annual Awards Presentation for Cultural
ImperativesImperatives
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Bottom line . . .Bottom line . . .
Create an awesome place to Create an awesome place to work, and you will attract work, and you will attract talented people who are talented people who are
capable and able to achieve capable and able to achieve extraordinary things!extraordinary things!
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Hiring process checklist :Hiring process checklist : Develop or refine position descriptions as neededDevelop or refine position descriptions as needed Establish creative recruitment methodsEstablish creative recruitment methods Develop systems for selecting top candidatesDevelop systems for selecting top candidates Develop/refine interview processDevelop/refine interview process Develop reference check systemDevelop reference check system Develop offer criteria and benefits packagesDevelop offer criteria and benefits packages Ensure that your compensation structure is strongEnsure that your compensation structure is strong Develop aggressive orientation systemDevelop aggressive orientation system Develop and refine retention systemsDevelop and refine retention systems
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Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Develop or refine position Develop or refine position description as neededdescription as needed
This is the point at which you truly commit to This is the point at which you truly commit to hiring processhiring process
Write a position description to attract the bestWrite a position description to attract the best Establish non-negotiables in the processEstablish non-negotiables in the process Don’t use an old description for convenience’s Don’t use an old description for convenience’s
sakesake
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Develop or refine position Develop or refine position description as neededdescription as needed
Consider a position description with a review Consider a position description with a review system built insystem built in
Consider using indicators and profiling systems Consider using indicators and profiling systems that you are comfortable with to provide some that you are comfortable with to provide some guidelines for defining attributes relevant to the guidelines for defining attributes relevant to the position, e.g. Myers Briggsposition, e.g. Myers Briggs
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Position description steps Position description steps Define the position in real termsDefine the position in real terms Consider and state the type of characteristics Consider and state the type of characteristics
necessary to succeed in the position based on necessary to succeed in the position based on people who are excelling in that area in your people who are excelling in that area in your club/s alreadyclub/s already
Consider the other individuals around the Consider the other individuals around the position and their potential impact on the person position and their potential impact on the person and shape the requirements to suit the situationand shape the requirements to suit the situation
NOTE: “Harmony predicts performance”NOTE: “Harmony predicts performance”
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Tip:Tip:
If necessary, design a position If necessary, design a position description around a talentdescription around a talent
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Commit to the hiring processCommit to the hiring processand beyondand beyond . . . . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Establish creative recruitment Establish creative recruitment methodsmethods
Be a ‘TALENT’ scout . . . look for talent in Be a ‘TALENT’ scout . . . look for talent in both obvious and unlikely placesboth obvious and unlikely places
Be obsessed with the pursuit of TALENTBe obsessed with the pursuit of TALENT
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What is Talent?What is Talent?
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What does ‘talent’ look like?What does ‘talent’ look like? Displays passionDisplays passion Inspires othersInspires others Loves pressureLoves pressure Craves actionCraves action Knows how to finish the jobKnows how to finish the job Thrives on WOWThrives on WOW Imbibes EIImbibes EI Sees the bigger pictureSees the bigger picture Likes to ‘break’ things and Likes to ‘break’ things and
put them back togetherput them back together Doesn’t understand ‘no’Doesn’t understand ‘no’
Exhibits curiosityExhibits curiosity Embodies “weird”Embodies “weird” Exudes a sense of funExudes a sense of fun Thinks at a high levelThinks at a high level ‘‘Gets’ TalentGets’ Talent Thrives on changeThrives on change Looks for ‘win/win’Looks for ‘win/win’ Wears the ‘other shoe’Wears the ‘other shoe’ Exudes creativityExudes creativity Hates mediocrityHates mediocrity Solution providerSolution provider
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Talent’s magnet: Talent’s magnet: an awesome place to workan awesome place to work
““A place where people not only get paid ‘their due’, A place where people not only get paid ‘their due’, but also . . . but also . . .
get to initiate and execute great things.”get to initiate and execute great things.”
A place where team members can,A place where team members can, ““. . . add Equity to their “Brand Called You”. . . add Equity to their “Brand Called You”
Tom Peters – Re-imagineTom Peters – Re-imagine
NOTE: You can’t hire TALENT that doesn’t apply, NOTE: You can’t hire TALENT that doesn’t apply, unless you aggressively recruit themunless you aggressively recruit them
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You can ‘attract’ TALENT by You can ‘attract’ TALENT by being ‘an awesome place to being ‘an awesome place to
work’work’
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Establish creative recruitment Establish creative recruitment methodsmethods
Use media where people who are not necessarily Use media where people who are not necessarily looking for work would see your message, e.g. Radio, looking for work would see your message, e.g. Radio, TV etc.TV etc.
Ensure accurate targeting of your recruiting messageEnsure accurate targeting of your recruiting message Look at segments of the population that will suit your Look at segments of the population that will suit your
demographics, e.g. older team members may suit a demographics, e.g. older team members may suit a senior-friendly clubsenior-friendly club
NOTE: Older team members can be more stable, credible, NOTE: Older team members can be more stable, credible, reliable . . . but may not adjust to change as readilyreliable . . . but may not adjust to change as readily
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Promote from withinPromote from within Cross-train from the outsetCross-train from the outset Know your people and their passionsKnow your people and their passions Mentor ahead of timeMentor ahead of time
NOTE: Opportunities for advancement decrease NOTE: Opportunities for advancement decrease turnoverturnover
REMEMBER: Often people aren’t broken, they’re REMEMBER: Often people aren’t broken, they’re simply ‘misplaced’simply ‘misplaced’
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Team member referrals Team member referrals Talented team members usually associate with Talented team members usually associate with
like-minded individuals... some of the best like-minded individuals... some of the best applicants are referrals from good employeesapplicants are referrals from good employees
NOTE: You will get a higher rate of success than with the NOTE: You will get a higher rate of success than with the general public poolgeneral public pool
REMEMBER: Known applicants are far more ‘predictable’ REMEMBER: Known applicants are far more ‘predictable’ than unknown applicantsthan unknown applicants
TIP: Referral bonus money can be ‘money well-spent’TIP: Referral bonus money can be ‘money well-spent’
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NetworkingNetworking
Community contactsCommunity contacts Community partnersCommunity partners Like-minded businessesLike-minded businesses
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Things to watch out for Things to watch out for
Take care in hiring current membersTake care in hiring current members Don’t advertise to membersDon’t advertise to members
Avoid lots of part-timers Avoid lots of part-timers
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Hire for . . .Hire for . . .
People with a history of caring and People with a history of caring and empathyempathy
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Hire for . . .Hire for . . .
People with a history of caring and People with a history of caring and empathyempathy
A good cross section of real peopleA good cross section of real people
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Hire for . . .Hire for . . .
People with a history of caring and People with a history of caring and empathyempathy
A good cross section of real peopleA good cross section of real people People who want to change ‘People who want to change ‘others’others’
liveslives
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Hire for . . .Hire for . . .
People with a history of caring and People with a history of caring and empathyempathy
A good cross section of real peopleA good cross section of real people People who want to change ‘People who want to change ‘others’others’ lives lives Emotional Intelligence over ‘qualifications’Emotional Intelligence over ‘qualifications’ Personality (positive, smile)Personality (positive, smile)
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Hire for . . .Hire for . . . People with a history of caring and empathyPeople with a history of caring and empathy A good cross section of real peopleA good cross section of real people People who want to change ‘People who want to change ‘others’others’ lives lives Emotional intelligence over ‘qualifications’Emotional intelligence over ‘qualifications’ Personality (positive, smile)Personality (positive, smile) Integrity (honest, reliable – a team member)Integrity (honest, reliable – a team member) AttitudeAttitude People who love growing peoplePeople who love growing people
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Don’t hire . . .Don’t hire . . . Uninterested de-conditioned peopleUninterested de-conditioned people Egocentric peopleEgocentric people
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Don’t hire . . .Don’t hire . . . Uninterested de-conditioned peopleUninterested de-conditioned people Egocentric peopleEgocentric people Without a role play or visual review in the Without a role play or visual review in the
positionposition Clones . . . hire complementary team membersClones . . . hire complementary team members
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Don’t rush or compromise the Don’t rush or compromise the hiring process . . . having a hiring process . . . having a
succession plan for all key team succession plan for all key team members will help alleviate critical members will help alleviate critical
human resource issues arisinghuman resource issues arising
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Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Develop systems for selecting Develop systems for selecting top candidatestop candidates
Don’t delegate hiring responsibilitiesDon’t delegate hiring responsibilities Relevant work experience is often more valuable Relevant work experience is often more valuable
than higher educationthan higher education Take advantage of information and indicators Take advantage of information and indicators
from the candidate’s application and initial callfrom the candidate’s application and initial call Identify ‘Knockout Factors’, don’t waste timeIdentify ‘Knockout Factors’, don’t waste time
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Develop systems for selecting Develop systems for selecting top candidatestop candidates
Avoid institutionalized minds (from Avoid institutionalized minds (from bureaucracies)bureaucracies)
Look for mindset, not skill setLook for mindset, not skill set Make the interview process challenging, e.g. Make the interview process challenging, e.g.
multiple interviews - this shows you many sides multiple interviews - this shows you many sides of the candidateof the candidate
On the other hand - value any history you, or On the other hand - value any history you, or members of your team, have had with the members of your team, have had with the candidate over unknown candidatescandidate over unknown candidates
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Develop systems for selecting Develop systems for selecting top candidatestop candidates
Identify the characteristics of those who are Identify the characteristics of those who are thriving in your company & prepare to interview thriving in your company & prepare to interview for those characteristicsfor those characteristics
Use a combination of objective, criteria-driven Use a combination of objective, criteria-driven screening and be aware of your intuitive screening and be aware of your intuitive responses to your interactionsresponses to your interactions
Look for negative/positive attitude traitsLook for negative/positive attitude traits
NOTE: Beware of candidates that are highly NOTE: Beware of candidates that are highly critical of former employerscritical of former employers
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Develop systems for selecting Develop systems for selecting top candidatestop candidates
Be very aware of how the candidate treats Be very aware of how the candidate treats those who apparently aren’t ‘important’those who apparently aren’t ‘important’
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"You can easily judge the character of "You can easily judge the character of others by how they treat those who others by how they treat those who
they think can do nothing for them or they think can do nothing for them or to them.“to them.“
- Malcolm Forbes- Malcolm Forbes
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Commit to the hiring processCommit to the hiring processand beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
7373
Simple pre-interview Simple pre-interview candidate checklist:candidate checklist:
1.1. Do they have the minimum qualifications for the Do they have the minimum qualifications for the job?job?
2.2. How badly do they desire/need the job?How badly do they desire/need the job?3.3. Will candidate enjoy long-term success and Will candidate enjoy long-term success and
move toward, or achieve their goals in your move toward, or achieve their goals in your company?company?
4.4. Are their minimum requirements met by the Are their minimum requirements met by the positionposition
NOTE: Respond to inquiries, even if you’re not NOTE: Respond to inquiries, even if you’re not offering an interviewoffering an interview
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Simple pre-interview Simple pre-interview candidate checklist:candidate checklist:
5.5. Will their attitude, personality, integrity and Will their attitude, personality, integrity and Emotional Intelligence enable top Emotional Intelligence enable top performance? performance?
NOTE: Be prepared to coach skills, not NOTE: Be prepared to coach skills, not charactercharacter
6. What predictors indicate possible tenure?6. What predictors indicate possible tenure?7. Do they share the ‘Fitness Ethic’?7. Do they share the ‘Fitness Ethic’?
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Interview outline :Interview outline :
Provide right interview environment to gather Provide right interview environment to gather the kind of information you’re looking forthe kind of information you’re looking for
Get acquainted and make them comfortableGet acquainted and make them comfortable Explain purposeExplain purpose Describe interview planDescribe interview plan Conduct interviewConduct interview Explain next stepsExplain next steps Thank candidate and walk to the doorThank candidate and walk to the door
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Creative interview options . . .Creative interview options . . .
The best way to evaluate: The best way to evaluate: people is to watch them work, interact people is to watch them work, interact
and communicate in your and communicate in your environment . . . create ways to explore environment . . . create ways to explore these elements these elements
connectivity and cultural fit is to have connectivity and cultural fit is to have team members interview the candidateteam members interview the candidate
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Interview pitfallsInterview pitfalls Avoid illegal queriesAvoid illegal queries Take the interview seriously—come prepared.Take the interview seriously—come prepared. Remember the candidate is also interviewing Remember the candidate is also interviewing
you and the quality of your company.you and the quality of your company. Don’t be afraid of silence . . . let the candidate Don’t be afraid of silence . . . let the candidate
do 75-80% of the talking in interviewdo 75-80% of the talking in interview
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Interview pitfallsInterview pitfalls
Don’t ignore your instincts Don’t ignore your instincts Conduct a variety of interviews to allow for Conduct a variety of interviews to allow for
different situations and perspectivesdifferent situations and perspectives Choose narrowly defined and well crafted Choose narrowly defined and well crafted
interview questions . . . not stock questionsinterview questions . . . not stock questionsNOTE: Ask the same question of successive NOTE: Ask the same question of successive
applicantsapplicants
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Questions to get to the heart of Questions to get to the heart of thingsthings
Why here, why this company?Why here, why this company? Tell me about a time where you outdid yourself, Tell me about a time where you outdid yourself,
where everything went well and was effortless ? where everything went well and was effortless ? Tell me something about yourself?Tell me something about yourself? If you had a magic lamp . . . ?If you had a magic lamp . . . ? What do you know about this company?What do you know about this company? Tell me a joke . . .?Tell me a joke . . .?
8080
CluesClues
Pay attention to . . .Pay attention to . . . Dress & appearanceDress & appearance Body languageBody language Physical contactPhysical contact Eye contactEye contact Mirroring language (verbal & non-verbal)Mirroring language (verbal & non-verbal) Voice tonalityVoice tonality Did they do their homework?Did they do their homework? What does their car look like?What does their car look like?
8181
What are you really looking for What are you really looking for in the interview?in the interview?
Does candidate have the Does candidate have the qualities needed to thrive in qualities needed to thrive in
your environment?your environment?
8282
Remember . . .Remember . . .
What you know changes, What you know changes, who you are doesn’twho you are doesn’t
8383
Look for intrinsic qualities Look for intrinsic qualities you can’t teach…you can’t teach…
Emotional energyEmotional energy Emotional stressEmotional stress Commitment to workCommitment to work Attention to detailAttention to detail Desire for changeDesire for change Consideration for othersConsideration for others
CourageCourage OptimismOptimism Self-esteemSelf-esteem AssertivenessAssertiveness Self directionSelf direction ToleranceTolerance SociabilitySociability
8484
Emotional Energy is . . .Emotional Energy is . . .
. . . the energy a person has to cope with stress, frustration, conflict, or pressure -
that part of physical energy used to accomplish personal drives
8585
Emotional Stress is . . .Emotional Stress is . . .
. . . the degree to which a person is troubled by uncomfortable feelings.
It is the sum total of both environmental and physical factors that are presently troubling
or bothering a person.
8686
Commitment to Work is . . .Commitment to Work is . . .
. . . the tendency to work hard, to get things done, and to take responsibility.
8787
Attention to Detail is . . .Attention to Detail is . . .
. . . the degree to which a person pays careful attention to what he or she is doing.
It tends to indicate the degree to which a person strives for precision in tasks.
Together with ‘Commitment to Work’ these two indicators encapsulate ‘work ethic’.
8888
Desire for Change is . . .Desire for Change is . . .
. . . the degree to which people like change in their environment, in what they believe, or
in their behavior.
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Consideration for others is . . .Consideration for others is . . .
. . . how understanding, thoughtful, helpful, honest, and responsible the person is.
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Courage is . . .Courage is . . .
. . . the willingness to risk injury, loss, hardship or physical discomfort to reach a
desired goal.
9191
Self Esteem is . . .Self Esteem is . . .
. . . the tendency to value oneself and be self-accepting.
It is an indicator of how well people like and see themselves and this ultimately affects
their relative view of others.
“Self awareness is at the core of EI”
9292
Optimism is . . .Optimism is . . .
. . . the degree that you see the world in a positive or negative light.
There are extremes at both the positive and negative end of the scale . . . each have their
challenges.
9393
Self-direction is . . .Self-direction is . . .
. . . the tendency to form opinions, set goals and make decisions.
9494
Assertiveness is . . .Assertiveness is . . .
. . . the degree to which a person tries to motivate others to believe or do something.
It can also be the degree to which they resist complying with others.
9595
Tolerance is . . .Tolerance is . . .
. . . the degree to which a person is patient or willing to put up with inconvenience from
circumstances and others.
A tolerant person doesn’t anger easily.
9696
Sociability is . . .Sociability is . . .
. . . the tendency to meet people, initiate conversation, spend time talking, and be
group oriented.
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In summary, these traits add up In summary, these traits add up to . . .to . . .
EmotionalIntelligence
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Your ability to get along with others, Your ability to get along with others, your capacity to manage your your capacity to manage your attitude, your ability to handle attitude, your ability to handle
stressful situations all determine stressful situations all determine your success in the workplace your success in the workplace
(and in your personal life).(and in your personal life).
9999
In short your level of Emotional In short your level of Emotional Intelligence is the greatest Intelligence is the greatest
determinant of your success at determinant of your success at work (and at home) in the long work (and at home) in the long
term.term.
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Emotional IntelligenceEmotional IntelligenceBy Daniel Goleman, PHd.By Daniel Goleman, PHd.
Measuring Emotional Intelligence, Measuring Emotional Intelligence, by Steve Simmons, M.Ed. and John C. Simmons Jr.by Steve Simmons, M.Ed. and John C. Simmons Jr.
Applying the principles of Applying the principles of Emotional Intelligence . . .Emotional Intelligence . . .
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What do you NEED to know at the What do you NEED to know at the end of the interview process?end of the interview process?
Is it your expectation that the candidate: Is it your expectation that the candidate: can excel at the position in question?can excel at the position in question? can and will commit for the minimum can and will commit for the minimum
acceptable period of time?acceptable period of time? will fit into the culture easily?will fit into the culture easily? will complement their immediate team will complement their immediate team
mates, and ultimately the team at large?mates, and ultimately the team at large?
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Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Develop a reference check systemDevelop a reference check system
Attempt to get specific feedback from Attempt to get specific feedback from referencesreferences
Seek ‘independent references’Seek ‘independent references’ Use professional reference checking Use professional reference checking
services for critical positions, e.g. Daycareservices for critical positions, e.g. Daycare Worst case scenario, ask if the company Worst case scenario, ask if the company
would hire the candidate againwould hire the candidate again
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Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Develop offer criteria and Develop offer criteria and benefits packagesbenefits packages
Be honest about what you have to offerBe honest about what you have to offer Ensure parity in compensation packages for new Ensure parity in compensation packages for new
team members with existing team membersteam members with existing team members Focus on growing benefits package over timeFocus on growing benefits package over time Offer a competitive salaryOffer a competitive salary Practice what you preach with membership Practice what you preach with membership
included in the benefits package for all levels of included in the benefits package for all levels of team membersteam members
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Develop offer criteria and Develop offer criteria and benefits packagesbenefits packages
Ensure benefits are truly that . . . esp. Ensure benefits are truly that . . . esp. ‘extras’ such as membership ‘extras’ such as membership
Ensure appropriate terminology is included Ensure appropriate terminology is included in any offer to safeguard your best interests, in any offer to safeguard your best interests, e.g. employment is ‘at will’e.g. employment is ‘at will’
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Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterview
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Ensure that your compensation Ensure that your compensation structure is strongstructure is strong
Pay the best (you can) and get the best you Pay the best (you can) and get the best you cancan
Consider industry averages and local forcesConsider industry averages and local forces Also compare yourself to like industries or Also compare yourself to like industries or
position status, e.g. IT, salesposition status, e.g. IT, sales Ensure that the individual will be at least Ensure that the individual will be at least
‘comfortable’ on their package (if it is within ‘comfortable’ on their package (if it is within your parameters) at the beginningyour parameters) at the beginningEXCEPTION: Commissioned positionsEXCEPTION: Commissioned positions
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Ensure that your compensation Ensure that your compensation structure is strongstructure is strong
Compensation should be guided by Compensation should be guided by performance, not sentimentperformance, not sentiment
EOY bonuses should have an objective EOY bonuses should have an objective component and a subjective componentcomponent and a subjective component
EOY bonuses are a great way to make up for EOY bonuses are a great way to make up for negative anomaliesnegative anomalies
NOTE: If you feel you have paid someone too NOTE: If you feel you have paid someone too much you may need to review their much you may need to review their
responsibilities or positionresponsibilities or position
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Ensure that your compensation Ensure that your compensation structure is strongstructure is strong
If you want to keep people you need to If you want to keep people you need to understand their needs and try to go 10% understand their needs and try to go 10%
above what you think is fair!above what you think is fair!
If you have the right people they will try and give If you have the right people they will try and give you 10% more than they feel they are earning!you 10% more than they feel they are earning!
It’s really like a relationship, if both parties are It’s really like a relationship, if both parties are giving 110% it’s hard to lose!giving 110% it’s hard to lose!
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Forms of compensation - Forms of compensation - financialfinancial
Salary Salary EOY bonusEOY bonus On-the-spot bonuses On-the-spot bonuses Regular reviews and compensation Regular reviews and compensation
adjustments adjustments
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Forms of compensation - growthForms of compensation - growth Training subsidies Training subsidies Personal development tracks Personal development tracks Professional development tracks Professional development tracks Industry conferences/courses (and out-of-Industry conferences/courses (and out-of-
industry) industry) Advancement opportunities (beware the Advancement opportunities (beware the
‘Peter Principle’)‘Peter Principle’)
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Forms of compensation - Forms of compensation - emotionalemotional
Elton Mayo - The Hawthorne Effect
The Hawthorne Effect: the proposition that workers are more motivated more by emotional than economic factors (ie., by being involved and feeling important, rather than by an improvement in workplace conditions).
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Forms of compensation - Forms of compensation - emotionalemotional
Public recognitionPublic recognition Private recognitionPrivate recognition Day off, or ‘early mark’ Day off, or ‘early mark’ Increased benefits Increased benefits Lunch Lunch Award program, e.g. ‘Catch us . . . ‘Award program, e.g. ‘Catch us . . . ‘ Birthday lunches Birthday lunches Team appreciation daysTeam appreciation days EOY Team partyEOY Team party
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Develop an aggressive Develop an aggressive orientation systemorientation system
New-employee orientation (Launch)New-employee orientation (Launch) Develop a checklist and have a form of Develop a checklist and have a form of
public accountability for this orientation public accountability for this orientation systemsystem
Don’t forget to TRAIN after a good hire!Don’t forget to TRAIN after a good hire! Have set check points to ensure that the new Have set check points to ensure that the new
team member is on track and receiving the team member is on track and receiving the support and training necessary to succeedsupport and training necessary to succeed
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Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .
Establishneed
Manage retention systems
Develop/refine positiondescription
Recruit thebest
Choose topcandidates
Conductinterviews
Choose candidate check references
Prepare an offer
Provide attractivecompensation
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Develop and refine retention Develop and refine retention systemssystems
Retention is not a one-time deal, Retention is not a one-time deal, it is a consistent and continual it is a consistent and continual
improvement processimprovement process
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Develop and refine retention Develop and refine retention systemssystems
Create job value through:Create job value through: Excellent communication Excellent communication Developing relationships and camaraderieDeveloping relationships and camaraderie Providing role models and mentorsProviding role models and mentors Public and private acknowledgement of Public and private acknowledgement of
contributionscontributions Being humanBeing human Rewarding excellent failures (right motivation, Rewarding excellent failures (right motivation,
wrong outcome) wrong outcome) One vision/one mission, e.g. mission first, people One vision/one mission, e.g. mission first, people
always!always!
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Make work worthwhile and FUNMake work worthwhile and FUN
You want your team to feel good about You want your team to feel good about working for the company and looking working for the company and looking forward to coming to workforward to coming to work
NOTE: Beware of negative ‘pressure’ that NOTE: Beware of negative ‘pressure’ that makes the environment unattractive to the makes the environment unattractive to the
service minded individuals you seekservice minded individuals you seek
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Create FLOW for all team Create FLOW for all team membersmembers
FLOWDeg
ree
of D
iffic
ulty
Degree of Competence
Boredom
Stress
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DevelopmentDevelopment
Don’t forget to train and develop long-Don’t forget to train and develop long-standing employees as well as new hires!standing employees as well as new hires!
Develop your managers to assume Develop your managers to assume additional responsibilities.additional responsibilities.
REMEMBER: Good performance at mid-level REMEMBER: Good performance at mid-level doesn’t guarantee success in management doesn’t guarantee success in management
positionspositions
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Present an even-handed work Present an even-handed work environmentenvironment
To excel your company must have consistent To excel your company must have consistent performance standards that all adhere toperformance standards that all adhere to
Fairness is determined by clear expectations Fairness is determined by clear expectations and consistent enforcement of standardsand consistent enforcement of standards
Firing can be part of retentionFiring can be part of retention NOTE: One negative employee can bring down the whole energy NOTE: One negative employee can bring down the whole energy
level of your team.level of your team.If the employee’s concerns have received fair hearing and still don’t If the employee’s concerns have received fair hearing and still don’t
improve, let go.improve, let go.
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The Talent 25 The Talent 25 – According to Tom – According to Tom PetersPeters
1.1. Put people firstPut people first2.2. Be obsessive in the pursuit of talentBe obsessive in the pursuit of talent3.3. Pursue the bestPursue the best4.4. Weed out the restWeed out the rest5.5. Focus on intangiblesFocus on intangibles6.6. Change the profile of HRChange the profile of HR7.7. Forge a bold HR StrategyForge a bold HR Strategy8.8. Take reviews seriouslyTake reviews seriously9.9. Pay up!Pay up!10.10. Set Sky-High standardsSet Sky-High standards
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The Talent 25 The Talent 25 – According to Tom – According to Tom PetersPeters
11.11. Train! Train! Train!Train! Train! Train!12.12. Cultivate Leadership Aspirations from the Get Go!Cultivate Leadership Aspirations from the Get Go!13.13. Foster open communicationsFoster open communications14.14. Lead by “Winning People Over!”Lead by “Winning People Over!”15.15. Reward “People Skills!”Reward “People Skills!”16.16. Show Respect!Show Respect!17.17. Embrace the Whole IndividualEmbrace the Whole Individual18.18. Measure for UniquenessMeasure for Uniqueness19.19. Honor Youth!Honor Youth!20.20. Create Opportunities to Lead!Create Opportunities to Lead!
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The Talent 25 The Talent 25 – According to Tom – According to Tom PetersPeters
21.21. Relish Diversity!Relish Diversity!22.22. Liberate Women!Liberate Women!23.23. Celebrate the Weird Ones!Celebrate the Weird Ones!24.24. Provide a Setting for AdventureProvide a Setting for Adventure25.25. Talent Rules . . . TALENT=BRAND. And Talent Rules . . . TALENT=BRAND. And
BRAND=TALENTBRAND=TALENT
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‘‘Required’ reading . . .Required’ reading . . .
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Bottom line . . .Bottom line . . .Talent is everything!Talent is everything!
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Bibliography and ThanksBibliography and ThanksEmotional Intelligence - Emotional Intelligence - By Daniel Goleman, PHd.By Daniel Goleman, PHd.
Measuring Emotional Intelligence - Measuring Emotional Intelligence - by Steve Simmons, M.Ed. and John C. by Steve Simmons, M.Ed. and John C. Simmons Jr.Simmons Jr.
Re-imagineRe-imagine – by Tom Peters – by Tom Peters
Peak Performance Articles –Peak Performance Articles – Find, Recruit & Retain Key Employees - Dave BradshawFind, Recruit & Retain Key Employees - Dave Bradshaw 19 Golden Rules for Hiring the Right Staff - Tim Webster19 Golden Rules for Hiring the Right Staff - Tim Webster Hire for Attitude, Train for Success - Brent DardenHire for Attitude, Train for Success - Brent Darden Hiring The Best…Interview Techniques That Work - Scott A. ChovanecHiring The Best…Interview Techniques That Work - Scott A. Chovanec Staff Your Club With Sales Superstars - Jim SmithStaff Your Club With Sales Superstars - Jim Smith
SPECIAL THANKS TO: SPECIAL THANKS TO: AFIS - EzyPay, IHRSA, John McCarthy, The Nielson Group, Fast AFIS - EzyPay, IHRSA, John McCarthy, The Nielson Group, Fast
Company, Idea Bridge, Mincu & AssociatesCompany, Idea Bridge, Mincu & Associates
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Slides are available atSlides are available atwww.slideshare.netwww.slideshare.net
HIRE HARD, INVEST IN A TEAM, HIRE HARD, INVEST IN A TEAM, REAP THE REWARDS.ppsREAP THE REWARDS.pps