Predicting Success: A New Model for Selecting the Right Employee for the Job
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Predicting Success Using Metrics and Process to Make Better Hires for Your Dealership Adam Robinson, CEO 312-377-2654 [email protected]
description
Hireology's CEO Adam Robinson's presentation from the 17th annual Digital Dealer Conference held in Las Vegas in September of 2014.
Transcript of Predicting Success: A New Model for Selecting the Right Employee for the Job
Predicting Success Using Metrics and Process
to Make Better Hires for Your Dealership
Adam Robinson, CEO
312-377-2654 [email protected]
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A few ground rules:
• Don’t wait – let the questions fly! • …but please raise your hand. • One conversation
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Every team you’ve ever seen…
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Selection is not reading resumes
Our research has shown that 50% of the factors predicting a person’s success or failure in a new role…
has absolutely nothing to do with their experience.
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Today’s Agenda
- What is Selection Management? • And what do you mean by “metrics,” anyway?
- Hiring: a process - The Super-Elements
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Assessing risk
Risk Factors
College degree?
Type of car?
Previous claims?
High Risk
$$
Age?
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Predicting success
Scored Factors
Education?
Related jobs?
Track record?
Low Risk
Culture fit?
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A new definition of hiring
Hiring is… the process of assessing the
potential risk of a resource not being able to achieve the outcomes that you need them to achieve
with the resources you’re providing to achieve them.
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Wish you knew where the dots will go?
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A structured hiring process? <10% Teach managers how to hire? <10% Average hiring success rate <50%
The problem People are the #1 cost for most businesses
-but-
Most businesses are really bad at hiring.
Average cost to replace? 3-10x compensation Hard costs: administration, training, recruiting, taxes Soft costs: lost opportunities, productivity, morale
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What is “Selection Management?”
Applicant Tracking HRMS
Assessment Tools Validation Tools
Func
tiona
l Dep
th
Stage of the recruiting process
“Help us easily find and store potential candidates”
“Help us assess personality and skills”
“Help us manage employees after we hire them”
“Help us determine if the information provided by the applicant is accurate.”
“Which person should we hire?”
Selection Management
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Hiring is a process, not an action
The Hiring Process, done right: 1. Profile the role 2. Source candidates 3. Three Interview Stages 4. Verification
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Profiling a role
1. Define the job structure Hint: it’s not a “job description”
2. Define your outcomes (30/60/90/180) 30/60/90 day plan, 6 month/12 month review
3. Identify your sources • Internal • Referral • Cold/external
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Analyzing your Job
A job analysis is… determining the structure of the job
(resources available, tasks required, systems or processes developed, culture)
so that you can know what workstyle tendencies and competencies to measure and score
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Defining Outcomes
“What specific things will this person need to have accomplished by ______ in order for me to feel like I’d make the same hiring decision again?”
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Why competencies matter
• Universal competencies – Almost always predict better outcomes
• Variable competencies – Depending on the job, they may predict better
outcomes Example: Do you require documentation of sales activity in a system like DealerSocket?
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Sourcing - How many does it take?
Invited 5
Called 25
50 Applied
50%
You need to find 50 potential applicants to find 2 finalists.
10%
Liked 2 4%
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Three Interview Stages
Scripted and consistent… • Phone Screen
– “Is this person worth investing team interview time?”
• 1st Interview / Resume review – “What has this person done, and how did they do it?”
• 2nd Interview / Behavior-based, situational – “Does this person fit into our company and into this
position as currently structured?”
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Don’t trust, verify!
Skills testing - “Can this person do [X]?”
Background verification - “Did this person really do [X]?”
Personality profiling - “How will this person respond to [X]?”
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The Four Super-Elements
1. Attitude 2. Sense of Accountability 3. Prior Related Job Success 4. Culture Fit
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The Four Super-Elements
Attitude: a positive disposition, or satisfaction that persists across job experiences
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The Four Super-Elements
Sense of Accountability: the extent to which a person believes he or she has control over their own outcomes, also called “locus of control”
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The Four Super-Elements
Prior Related Job Success: having met formal goals in past jobs that are similar to the job at hand
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The Four Super-Elements
Culture Fit: the degree to which the candidate shares similar values with the organization, and demonstrates an authentic interest in the job at hand
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Suddenly, it’s not a total guess…
100908070605040
Job Performance
120.00
110.00
100.00
90.00
Inte
rvie
w S
core
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10
9
8
7
65
4
3
2
1
R Sq Linear = 0.862
Relationship Between Interview Scores and HS Job Performance
Brian Smith Account Executive
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The Elements of Success™
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Some parting thoughts…
• Selection = risk assessment • The best selection process in the world
means nothing if your manager doesn’t know what will make someone successful.
• The interview process is the absolute best behavior you’re ever going to get. (Really.)
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For more information
Adam Robinson [email protected] (312) 377-2654 @adrobins @Hireology
Access to job profiling, interview guides www.Hireology.com
