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Performancebased Hiring ©2014 All Rights Reserved The Adler Group, Inc. louadlergroup.com [email protected] Performancebased Hiring sm For Managers and Interviewers Based on Lou Adler’s Hire With Your Head and The Essential Guide for Hiring & Getting Hired Rev 0316 Bryan Johanson COO – 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 Performancebased Hiring A Total Talent Market Top 25% Attract & Apply

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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

Take Action

[email protected]

Performancebasedhiring.com

Join us for PBHM OnlineExplore a privateAudit Module 1