It's a Fit!...How to Assess, Select, Retain, and Evaluate Top Talent
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IT’S A FIT!… How to Assess, Select, Retain, and Coach Star Performers Presented by: Dr. Maynard Brusman Consulting Psychologist & Executive Coach CCI 12-4-06 San Francisco, California © Copyright 2006 Working Resources
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Avoid common hiring mistakes Interviewing, selection & assessment competencies Increase the performance and retention of your people
Transcript of It's a Fit!...How to Assess, Select, Retain, and Evaluate Top Talent
IT’S A FIT!…How to Assess, Select, Retain, and Coach Star Performers
Presented by:
Dr. Maynard Brusman Consulting Psychologist & Executive Coach
CCI 12-4-06San Francisco, California
© Copyright 2006 Working Resources
Our Goals for Today
o Implement 3 new strategic talent management ideas
o Assess, select, retain, and evaluate talent
o Hire star performers that fit the company culture
o Role-play performance-based interviewing skills
What You Will Learn Today
o Avoid common hiring mistakeso Interviewing, selection &
assessment competencieso Increase the performance and
retention of your people
Win the War For Talent
o The most important resource over the next 20 years will be talent
o Companies must attract energetic, motivated, technologically literate, globally astute, & learning agile people
o Talent has become more important than capital, strategy, or R&D
The War for Talent
o High cost of turnovero Shrinking labor poolo Competitive pressureo The business advantage of hiring
great people whose values and competencies match the company’s culture
Strategic Talent Management
o Selection, development, promotion, and retention of people executed in line with your organization’s current and future business goals
Linking Human Resource Systems Through Competencies
o Selectiono Performance Managemento Training/Developmento Succession Planningo Coachingo Organizational Alignment
What Are Competencies
o Behaviors that distinguish effective performers from ineffective onesn motives, traits, skills, abilities
o Competency model: a set of desired behaviors for a particular job
o Two distinct groupsn job-specific competenciesn “people skills” competencies
COMPETENCY DEFINITION
o A cluster of related knowledge, skills, and attitudes that affects a major part of one’s job
o Correlates with performance on the job
o Can be measured against standardo Can be improved via training and
development
Well-Defined Competencies
o Customer Service – cultivates strategic customer relationships ensuring that the customer perspective is the driving force behind all value-added business activities. Maintains customer trust – listens and responds with empathy to customer issues or ideas
o Definition is thorough and specific and describes key actions (behaviors) a person would exhibit when effectively displaying this competency
FOCUS ON BEHAVIORo What skills, knowledge, and characteristics
are required to do the job?o What behaviors have the most direct
impact on performance and success on the job?
o In selection systems, a competency model ensures that all interviewers are looking for the same set of abilities and characteristics
o For succession planning, competency models ensure that decision-makers focus on characteristics relevant to success
BEHAVIORAL LANGUAGE
o The best way to word competencies is with behavioral language that describes the things you can see or hear being done
o Behavioral language is very concreteo A behavior is an action that you can
observe, describe, and verify
The 12 Most Common Competencies
o Communicationo Achievemento Customer focuso Teamworko Leadershipo Planning and organizing
The 12 Most Common Competencies
o Commercial/business awarenesso Flexibility/adaptabilityo Developing otherso Problem solvingo Analytical thinkingo Building relationships
“You can’t spend too much time or effort on ‘hiring smart.’ The alternative is to manage tough, which is much more time consuming.”Gary Rogers, Chairman & CEO, Dryer’s Grand Ice Cream
“Men judge more from appearances than reality. All men have eyes, but few have the gift of penetration. Everyone sees your exterior, but few can discern what you have in your heart”.Machiavelli, The Prince, 1532
Hire for Attitude, Train For Skill
o What you know changes, who you are doesn’t
o The best way to evaluate people is to watch them work
o Identify competencies of your top performers and hire people just like them
o Assess for motivation and energy
Interviewer’s Self-Assessment
o A three minute exercise to evaluate your individual skill at interviewing for desired competencies
o Be honest in your answers: how you really are today, not how you want to be
Scoring the Self-Assessment
o If your score is betweenn 65 and 75: you probably conduct
successful interviewsn 55 and 64: some strengths,
opportunities to improven below 55: Red Alert, opportunity for
significant improvementn for all: focus on areas where score is 3
or less
4 Questions
o What was your worst hire? Why?o What was your best hire? Why?o What are your favorite interview
questions?o Do you have written job descriptions
based on past performance capability?
What Are People Saying About Your Company?Employment Branding
o Creates an image that attracts people to work for your company
o Builds the public’s image of the company’s culture, work practices, management style, and growth opportunities
Branding Messages
o Company cultureo Management styleo Quality and spirit of employeeso Higher purpose of organizationo Benefits and work/life balanceo Learning and growth opportunitieso Great place to work?
Branding Sampleo Founded in 1946, RINA accountancy corporation (RINA) is one of the leading
independent accounting firms in Northern California and among the largest in the Greater Bay Area. RINA is made up of approximately 70 Certified Public Accountants, paraprofessionals and administrative assistants. We attribute the growth of our practice to the talent and expertise of these people. Not simply their technical competence, but their genuine concern for our clients' success.
o RINA’s MISSIONWe provide a collaborative environment that fosters innovative solutions. Guided by our resources and experience, our clients and our team members identify their goals and achieve their maximum potential.
o RINA’s VISIONWe will be the most respected regional accounting and consulting firm in Northern California.
o RINA’s CORE VALUESIntegrity Entrepreneurial Spirit Teamwork FamilyOpen and Honest Communication Quality Trust Innovation
o RINA's PHILOSOPHYAt RINA, exceptional service is just the beginning. We are always searching for new ways to add value, while maintaining the highest professional standards of quality. Recognizing that business owners need more than just accounting services, our stockholders have become trusted advisors to their clients. We are there in good times and bad, both professionally and personally.
Attracting Candidates
o Write Outrageous Ads that are Fun, Challenging, and Exciting
o Describe what Candidates will be Doing and Becoming
o Implement Just-in-Time Hiringo Stay Connected with Former
Employeeso Create Employee Referral Program
Attracting Top Talent
o Job securityo Financial securityo Educationo Staying healthyo Work-life balanceo Quality of work relationships
Attracting Top Talent
o Stock optionso On-site child careo Career developmento Partnership with organizationo Trust
On-Line Recruitingo careermosaic.como intellimatch.como monster .como cweb.como careerpath.como jobnet.como jobweb.como jobtrak.como craigslist.org
Avoid Top 10 Hiring Mistakes
o Playing the personality gameo Unrealistic job specificationso A tiny candidate poolo Evaluating in absolute termso Taking applicants at face value
Avoid Top 10 Hiring Mistakes
o The “Just Like Me” biaso Delegation problemso Unstructured interviewso Relying on hard data: Ignoring
emotional intelligenceo Political pressures
The Job Analysis
o What a person in that position has to accomplish
o What a person should bring to the party
o Tasks that achieve the performance objectives
o Specific, Measurable, Action oriented, Result, Time-based
Accomplishment-BasedJob Description
o Job Titleo Relevance of the Positiono Major Responsibilitieso Critical Criteriao Preferred Criteriao Supervisor
Keys to a Successful Interview
o A mix of job-specific and personal-interpersonal performance-based questions targeting desired competencies
o “The single best predictor of future behavior is a candidate’s past behavior”
o Listen 80% of the timeo Emotional control
Pre-Interview Checklist-preview
o Review the 9 stepso Decide how many to include in your
company’s processn the more you include, the less the risk of a
poor hiring decision down the road
o Make this process the only acceptable way to prepare for an interviewn complete a pre-interview checklist in advance
Pre-Interview Checklist: detail
o 1 Job Analysis- critical success factorso 2 Job description targeting performance
objectives and competencieso 3 Read candidate materialso 4 Length of interview o 5 Job-specific competencies questionso 6 Personal-interpersonal competency questionso 7 Problem behaviorso 8 Work sampleo 9 Pre-employment tests
Interview Checklist
o Use job-specific performance-based questions, prepared in advance
o Ask “people skills” competency questions
o Take noteso Note personal and career
development areaso Compile a final rating
Employee Selection: Testing and Assessment Overview
o Cognitive Ability o Personality and Temperamento Sales Ability
Evaluating the Candidate: the hiring decision
o All interviewers share their analysis with the hiring managern Work-related competencies and
performance profilesn other job related datan “people skills” impressions
Post Interview Strategies
o Call references o Background checks
PERFORMANCE EVALUATIONS
Coaching Conversations and Forms
Learning Objectiveso Explain how a performance review
discussion can be used to increase individual productivity, motivation, and learning
o Align the performance evaluation process with the firm’s mission, vision, and values
o Understand the key competencieso Identify the core message employee should
remember after the conversationo Practice coaching employees on future
desired performance focusing on strengths
PERFORMANCE EVALUATIONDEFINITION
Performance evaluation is the process of evaluating a staff member’s performance, considering future goals, and addressing any training or development needs.
PURPOSE OF PERFORMANCE EVALUATION
o Feedbacko Promotiono Performance improvemento Coaching & mentoringo Development/trainingo Career advancement
A GREAT PERFORMANCE EVALUATION SYSTEM
1. Performance Planning2. Performance Execution3. Performance Assessment4. Performance Review
JOB ANALYSIS
o Essential goals and objectives upon which performance will be evaluated
o Success-Factor definitions and descriptions
o Describe performance in behavioral terms
CORE COMPETENCIES
o Competencies are behaviors that distinguish effective performers from ineffective ones
o A competency model depicts a set of desired behaviors for a particular job position or level
o Job competencies are the specific skills, knowledge, and abilities required to accomplish any given task at work
o Competencies are key to culture change
EVALUATION FORMS
1. Cultural competencies2. Job-specific competencies3. Key job responsibilities4. Goals and major projects5. Summary of achievements to further
mission, vision, and values
EVALUATION FORMS
o Focus on behaviors and resultso Best-practice organizations evaluate
employees based on core competencies
GOALS
o Emphasize resultso Measurableo Challengingo Linked to missiono Mutually agreed upon
HOW DO YOU MOTIVATE PEOPLE?
o Provide recognition of good performance any time it’s encountered
o Enable employees to find meaning in their work
o Create a compelling visiono Provide interesting worko Develop a collaborative and team-based
culture
GIVING FEEDBACK
o Learned and part of firm’s cultureo Everyone’s responsibilityo Balance positive and negative
feedbacko Focus on specific examples of
behavioro Timelyo Contracting
CONVERSATION STRATEGIES
o Be appropriately sociableo Ask for employee’s self-appraisal firsto Present your evaluationo Confirm employee’s understandingo Discuss agreements and
disagreementso Discuss goals and action planso Remove obstacles
EFFECTIVECONVERSATIONS
o Employee does most of the talkingo Intense effort to listeno Problem solveo Comments based on specific behavioro Appreciative inquiry questions
FOCUS ON STRENGTHS
o “Now Discover Your Strengths”
CORE MESSAGE
o What is the single most important message?
COACHING
o Providing and clarifying directiono Encouraging the development of
performance goalso Giving feedback and listeningo Motivatingo Removing barriers and providing
resources
RECEIVING FEEDBACK
o Welcome feedbacko Proactive in seeking feedbacko Be open to changeo Listen to feedback from everyoneo Multi-rater 360-degree feedback
Emotional Intelligence is the ability to…
o recognize our own feelings and those of others, motivate ourselves, and manage emotions well in ourselves and in our interpersonal relationships
RESEARCHo Up to 90% of the difference between
outstanding and average leaders is linked to emotional intelligence. EQ is twice as important as IQ and technical expertise combined, and is four times as important in overall success
o Research by the Center for Creative Leadership found the primary cause of derailment in executives involves deficits in emotional competence1. Change 2. Teamwork 3. Interpersonal Relations
WHY DEVELOP EMOTIONAL INTELIGENCE?
o More than 50% of employees lack the motivation to keep learning and improving
o Four in 10 people cannot work cooperatively
o 70% of all change initiatives fail because of people issues – inability to lead, lack of teamwork, unwillingness to take initiative, and inability to deal with change
Hay Group
EQ vs. IQ
o EQ is the ability to bring people together and motivate them
o EQ is the trust to build productive relationships
o EQ is the resilience to perform under pressure
o EQ is the courage to make decisionso EQ is the strength to persevere through
adversity
EQ vs. IQ
o EQ is the vision to create the futureo EQ is a skill. Skills can be learnedo Employees in an emotionally
intelligent company empowered to contribute fully
o Emotionally intelligent organization creates innovative products & services, and exceptional customer loyalty
Five Competencies of Emotional Intelligence at Work
o Self-Awareness-Ability to recognize and understand your moods, emotions, and drives, as well as their effect on others
o Self-Regulation-Ability to control impulses and moods
o Motivation-Passion to pursue goals with energy
o Empathy-Awareness of others’ feelings
o Social Skill-Proficiency in managing relationships
The Peter Principle and EQ
o People are frequently promoted to their level of incompetence
o Individuals are often promoted because of their technical expertise, when the needed skills are managing people
o The technical expert can become a poor boss
EQ OBSTACLES
o Fearo Avoid Conflict and Challengeo Negative Internal Dialogueo Unrealistic Expectationso Blaming Others
INTERPERSONAL SKILLS
o Focus on behavioro Build self-esteemo Solve problems collaborativelyo Listen activelyo Probe for understandingo Positively reinforce desired behaviors
ABOLISHING PERFORMANCE APPRAISALS
o “Performance appraisals are the bloodletting of today’s management”
Steven Covey
Develop win-win agreements based on trust, listening and communication
New Hire OrientationStrategies for Success in the First 100 Days
o Look for opportunitieso Leverage your strengthso Contribute valueo Clarify your role and set goalso Learn self-management skillso Develop network of resourceso Be a team playero Clearly communicate your professional
imageo Determine what success looks like
LOVE ‘EM OR LOSE ‘EM: Retaining Talented Employees
o Retention Factorso www.gallup.com/poll/managing/mana
ging.asp
Retention Factors
o 1. I know what is expected of me at work
o 2. I have the materials and equipment I need to do my work right
o 3. At work, I have the opportunity to do what I do best everyday
o 4. In the last seven days, I have received recognition or praise for good work
Retention Factors
o 5. My supervisor or the person Ireport to seems to care about me as a person
o 6. There is someone at work who encourages my development
o 7. In the last six months, someone at work has talked with me about my progress
Retention Factors
o 8. At work, my opinions seem to count
o 9. The mission/purpose of my company makes me feel my job is important
o 10. My fellow employees are committed to doing quality work
Retention Factors
o 11. I have a best friend at worko 12. The last year , I have had
opportunities to learn and grow
Retaining and Coaching Top Talent
o Share a common visiono Provide meaningful worko Provide proper resourceso Get people involved in decision-makingo Provide support with managing changeo Coaching for career development
Employee Retention and Development Statistics
o Replacement costs for employees can be as much as 150% of the departing person’s salary
ACTION PLAN
o Identify 3 strengthso Identify 3 growth areaso Develop a plan to improve specific
skill.o Move action forward with a coach
UNLEASHING OUR POTENTIAL
“Our deepest fear is not that we are inadequate. Our deepest fear is that we are powerful beyond measure. It is our light, not our darkness, that frightens us.”
Nelson Mandela
Handout Resources
o Workshop Agendao Interviewer’s Self-Assessmento The Importance of The Selection
Interviewo Four Topics to Cover in a
Performance-Based Job Interview
Handout Resources
o Interview Styleso Steps in the Interview Processo “IT’S A FIT” Articleo Top Ten Tipso Questions Most Asked By
Interviewers
Handout Resources
o Personal/Interpersonal Competency Questions
o Legal Guidelines for Personality Testso IT’S A FIT! Interviewing Guideo Final Rating Sheeto Hiring References
Handout Resources
o Selection and Development Assessment Resources
o Sample Selection Report
Dr. Maynard BrusmanConsulting Psychologist & Executive Coach
Working Resources P .O. Box 471525 San Francisco, California 94147 Tel: 415-546-1252E-mail: [email protected] Site: http://www.workingresources.comSubscribe to Working Resources Newsletter:http://www.workingresources.comVisit Maynard's Blog:http://www.workingresourcesblog.com
