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Aim High: 5 Steps to Hiring & Keeping A-Level Talent
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
People Are NOT
Your Greatest Asset
The RIGHT People Are
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The 20% of your employees
who produce 80% of the results.
What is A-Level talent?
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High Performer or High Potential?
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High Performer vs. High Potential
High Potential
• Top performer
• Highly competent
• Technically sound
• Enthusiastic & loyal
Ability to grow at least two additional levels
3-5% of the population
High Performer
• Highly competent
• Technically sound
• Enthusiastic & loyal
• Needs growth
Lateral move or one level up in their profession
10% of the population
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
5 Steps to Hiring & Keeping the Best
1) Recognize A-Level Talent is Unique
2) Hire a Natural
5) Engage by Coaching to Their Strengths
3) Conduct the RIGHT Kind of Interviewing
4) Reference Check the RIGHT way
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
Recognize that A-Level Talent is Unique
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
Use of Social Media
Winners
Strugglers
11% gap
9% gap
9% gap
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
Involve Your Employees
Source: Flicker CC and Seattle Municipal archives
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
Social Recruiting – Doing it Right
Remember LinkedIn is getting oversaturated, A-level talent is getting so many In-mails from Recruiters, many are not even responding
Use tools such as Google Analytics to show the ROI of social media
Engage in conversations, it’s not about broadcasting
Take a long-term approach
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
Social Recruiting – Doing it Right
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
1. Doing the best work of my life2. Doing work that has an impact
on customers and the world3. Having a great manager4. An opportunity to innovate and
take risks5. An opportunity to learn rapidly
and be challenged6. The opportunity to implement
their ideas7. A choice of projects and
assignments
What A-Level Talent Values
8. A chance to work with the latest technologies and tools
9. Input into their schedule/location10. An opportunity to work with top co-
workers11. The opportunity to make decisions 12. Working in a performance-driven
environment where rewards are based on performance
13. A transparent environment where the needed information and access is readily available
14. Sufficient budget and resources to reach their goals
Source: Dr. John Sullivan
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.Copyright © 2013 The McQuaig Institute. All rights reserved.
Hiring A Natural
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Hiring decisions based on the interview
Interview accuracy
Source: Michigan State University
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
3 Levels of AssessmentIM
PA
CT
ON
PE
RF
OR
MA
NC
E
LEVEL 1
• Appearance
• Manner
• Expressiveness
• Interests
• Presence
LEVEL 2
• Knowledge
• Acquired Skills
• Training
• Experience
• Education
• Credentials
(APPEAR TO…) (CAN DO…) (WILL DO…)
LEVELS OF DESCRIPTION
LEVEL 3
• Positive Attitude
• Internal Motivation
• Persistence and Determination
• Mature Character
• Aptitude and Intelligence
• Temperament
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Temperament: n. the
tendencies peculiar to an
individual; natural
disposition New American Webster
Temperament
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The Big 5 Personality Traits
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AnalyticalAccepting Driving Independent
Dominant Sociable Relaxed Compliant
10
20
30
42
50
60
70
80
90
10
20
30
42
50
60
70
80
90
Four Trait Scales
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
Dominant Sociable Relaxed Compliant
10
20
30
42
40
50
60
70
80
90
10
20
30
42
40
50
60
70
80
90
Accepting Analytical Driving Independent
Dominant:
•Goal-oriented
•Takes risks
•Seeks challenge &
recognition
•Competitive
Sociable:
•People-oriented
•Builds relationships
•Trusting
•Empathetic
Relaxed:
•Easy going
•Patient & steady
•Calm & even-paced
•Plans ahead
Compliant:
•Detail-oriented &
thorough
•Organized &
systems-oriented
•Works within
guidelines
Accepting:
•Accommodating
•Team player
•Consensus-seeking
Analytical:
•Work or task-
focused
•Fact-oriented
•Objective & logical
Driving:
•Restless
•High sense of
urgency
•Change oriented
Independent:
•Persistent
•Likes freedom of
action
•Shows initiative
Four Trait Scales
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Having a Target
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Conduct the RIGHT Kind of Interviewing
Image source: thedailyenglishshow.com
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
What are your strengths and weaknesses?
Where do you want to be in five years?
Can you work under pressure?
Are you a team player?
How would you handle this situation…
These Questions Will Not Differentiate A-Level Talent
The Wrong Kind of Interviewing for A-Level Talent
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
… ask for specific examples of how the candidate has demonstrated ajob-related behaviour in the past.
“Tell me about a time…”
Behavioral Interviewing
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Tell me about the hardest people decision that you have made in the last year.
Tell me about a process that you improved in your last job.
Tell me about some of the initiatives you have taken to grow your territory over the last year.
Questions to Assess A-Level Talent
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
SITUATION: What was the situation?
ACTION: What did you do?
RESULT: What was the outcome?
REPORTING: By the way, who were you reporting
to at that time?
PROBES
The Secret to Effective Behavioral Interviewing
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.Copyright © 2013 The McQuaig Institute. All rights reserved.
Reference Check the RIGHT Way
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
• Ask candidates early on who they will be providing as references
• Speak to prior managers only
• Link “success stories” to references
Reference Check the RIGHT Way
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.Copyright © 2013 The McQuaig Institute. All rights reserved.
Engage by Coaching to their Strengths
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
of employees are not engaged or actively disengaged
Engagement
# of job changes between 18 and 37
of new hires leave within one year
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
RETENTION STARTS WITH SELECTION
2/3 of employees quit their boss – not the job!
Engagement
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
5 Steps to Hiring & Keeping the Best
1) Recognize A-Level Talent is Unique
2) Hire a Natural
5) Engage by Coaching to Their Strengths
3) Conduct the RIGHT Kind of Interviewing
4) Reference Check the RIGHT way
© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.
Kristen Harcourt
Senior Consultant
The McQuaig Institute
Phone: 1-800-387-5455 Ext. 360
Email: [email protected]
Twitter: @kristenharcourt
Website: www.mcquaig.com
The McQuaig System
A simple, accurate talent
assessment tool
Reduce turnover
Increase productivity
Improve hiring manager satisfaction
Test drive McQuaig today at info.McQuaig.com/request-a-demo
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