Performance based Hiring - Lou Adler Group · Performance‐based Hiring ©2014 All Rights Reserved...
Transcript of Performance based Hiring - Lou Adler Group · Performance‐based Hiring ©2014 All Rights Reserved...
Performance‐based Hiring
©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected]
Performance‐based Hiringsm
For Managers and Interviewers
Based on Lou Adler’s
Hire With Your Head andThe Essential Guide for Hiring & Getting Hired
Rev 0316
Bryan JohansonCOO – The Adler Group
Quick Assessment of Your Talent Approach
Does the quality of the people you attract represent the best in the field?
Is the quality of the people you attract better, worse or the same as the people currently in your company?
Are you hiring the best people you attract?
This is the promise and potential of Performance‐based Hiring
A
Total Talent Market
Top 25%
Attract &
Apply
Performance‐based Hiring
©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected]
What do the best people do differently?
1
Consistentlyexceed expectations!
3
Leadership: Vision plus execution
4
Good problem solving & thinking skills
6
Get it done–no excuses!
Coaches, manages, develops self/others
2
Flexible, deals with change, manager, culture
5
Course Objectives, Agenda and Tools
Performance‐based Hiring Business Process The Recruiting – Hiring Manager Partnership
Performance‐based Job DescriptionsGreat Career Moves vs. Lateral Transfers
Talent Centric SourcingTarget Best People – Entire Talent Market
2‐Question Performance‐based Interview Evidence‐based – Quality of Hire
Integrated Recruiting Career Growth vs. Compensation Max
Performance‐based Hiring
©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected]
Skills
Experience
Competencies
Education
Responsibilities
Job DescriptionHAVING – Past
Performance Qualified vs. Skills Qualified
Performance ProfileDOING – Year 1
Grow sales by 10%
Launch new product line
Build a team in 90 days
Evaluate the process
Prepare a plan for ___
Design a circuit
What does the person need to do?Who would you rather hire someone who has the skills or someone who can achieve the results?
Would you at least see someone who has done comparable work, but has a different mix of skills and experiences?
Define Job Before Defining Person
The Difference Maker
It’s what you DO with what you HAVE, not what you HAVE that counts!
Performance‐based Hiring
©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected]
What’s the purpose of the interview?
Does the purpose change if the person is a passive candidate or in high demand?
Assess competency and motivation
Conduct discovery to create “Opportunity Gap”
Demonstrate professionalism
Use “sequence of recruiting” to negotiate
Performance‐based Interviewing
Why is it so awful? Overvalue first impressions
Don’t know job, environment, manager, team, culture
Overvalue intuition or tech skills
Narrow vs. full range of factors
+ 7% = 57%
How accurate is the typical interview in predicting on‐the‐job success?
Performance‐based Hiring
©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected]
8‐Step Performance‐based Interview
Conduct Evidence‐based AssessmentTrend of Performance Over YearsCreate the “Opportunity Gap”
Step 1: Intro – find out why/if looking
Step 2: Proactively control emotions
Step 3: Conduct work history review looking for Achiever Pattern
Step 4: Ask Most Significant Accomplishment question 3‐4 times for team, individual and job‐related tasks
Step 5: Ask problem‐solving question for Thinking
Step 6: Let candidate ask questions
Step 7: Recruit and set up next step
Step 8: Measure 1st impression again
Fact‐finding Questions
Describe the project
Snapshot beginning and end
Biggest challenges
Process of success
Biggest problem
Biggest decision
Initiative
Likes and dislikes
Recognition
The Most Significant Accomplishment Question (MSA)
Most Significant Accomplishment?
Compare to Job Needs
• What traits stand out?• Take responsibility to measure performance, not presentation.
• Starts recruiting process.• Look for “opportunity gaps.”• Fact‐finding is the skill.• Repeat question to see trend of performance.
Performance‐based Hiring
©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected]
QoH Talent Scorecard
Rank in Comparison to JobLevel 1.0 Bottom Third – No Hire
Level 2.0 Middle Third – Average HireLevel 3.0 Top 20‐25% – Strong HireLevel 4.0 Top 10‐15% – Great StarLevel 5.0 Top 5% – Superb Hire
Wait 30 MinutesLevels 1 and 5 are easy to spot
Problem: Levels 2, 3 and 4 are pretty much the same
No 2s!Use balance of interview to differentiate
between 2s, 3s and 4s
Course Objectives, Agenda and Tools
Performance‐based Hiring
©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected]
…Your work on performance-based hiring is a genuine bright spot…I am blown away by how closely
your ideas map to the new science. I actually think
performance-based hiring is the secret sauce to getting not only better talent management, but
also to being able to ensure that we live up to our promise of
opportunity in the 21st century.Todd Rose, Harvard Professor, Director – Center for Individual Performance, Author of The End of Average
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