PERFORMANCE-GRADING

HIRING THE BEST

• Performance-based • Results-focused

byGlenn Powell

Director, Faculty and Staff Human Resources

• Minimum of a Bachelor’s Degree in Business or Public Administration, Human Resources Management, or related field. Masters’ Degree highly desirable.

• At least seven years of HR experience, with at least five years of experience in a supervisory capacity.

• Experience in higher education is required.• Demonstrated experience administering disciplinary

programs, and in handling and responding to complaints.• Proven leadership and the ability to manage, inspire and

lead a team of dedicated professionals in a customer service oriented HR environment.

APPLICANT SHORT LIST

• Michele Blair

• George Stone

• Connor Stein

Who’s Your Super-Star Now!

Department of Labor Survey

• 85% -- Of Applicants Are Unfit For The Job

• 55% -- Of Employees Are Dissatisfied With Their Job

• 46% -- Of New Hires Leave W/N 18 Months

• 30% -- Of Business Failures Are Due To Poor Hiring Decisions

Most Effective Screening Criteria??

1. Highest level degree and greatest years of experience?

2. Experience that best matches the “Perfect Candidate Profile”?

3. Documented accomplishments in meeting /exceeding the key deliverables of the position?

Carnac the Magnificent

magnificent_.mp4.mp4

Sometimes They Just Don’t Get It!

Variables Which Determine Hiring Success

1. Availability

2. Selection

PerFormance - GradingBest of the Best

• Performance-Based Profiles – Lou Adler

• Top-Grading - Bradford Smart

“The single most important driver of organizational performance and individual managerial success is talent. The ability to…hire the best…is what distinguishes premier companies from mediocre firms.”

Bradford Smart, Ph.D. author of “TOPGRADING, HOW LEADING COMPANIES WIN BY HIRING, COACHING AND KEEP THE BEST PEOPLE”

TALENT-CENTRIC

• TopGrading -- “To fill every position in the organization with an A player”

• A Player – “One who qualifies among the top 10% of those available for the job.”• Best “Bang for Buck”• Exists at all salary levels

Creating your own ‘A Team’”

Importance of Top-Grading

– Contribute more

– Innovate more

– Develop better business strategies

– Take more initiative

– Implement change more effectively

– Develop higher quality work

– Demonstrate better team work

– Identify more innovative work processes

What Attracts “A” Players

1. Challenging work* 2. Personal development / Mentors*3. Advancement*4. Working with other stars* 5. Organization support and resources* 6. Compensation

*Does the traditional job description posting mention any of these items that will draw the best passive candidates to your job listing?

Position Success Profile

Identifying the Actual Position Requirements

RECRUITMENT

BLOW UP THE JOB DESCRIPTION !

Job Analysis –Essential Questions

EXAMPLES:

1. What has kept incumbents from being successful in the past.?

2. What do the best people in this job do differently than the average or below-average person?

3. What's the biggest problem the person will need to solve, or change initiative that will need to be implemented.?

Success Profile

EXAMPLES:

• Vice-President of Research -- Create, implement, and monitor an approved strategic plan by the end of FY 2013, that would position the division as a leader in its field.

• Chair of a Medical Lab and Radiology -- Implement programs that grow the research center and increase external funding by 40%.

• Sr. Accountant – Close/reconcile the year-end ledger w/n 30 days. • Sales consultant -- Contact 30 new customers per quarter and initiate

10 new contracts.• Web Master -- Complete the website design analysis in 50% of the

normal time. • Executive director -- Turn-around a division in 18 months that has

been losing market share for the past five years.

Success Profile –Recruiting Manager

Major objective: During the first year, convert the LSCS talent acquisition department into a flexible team that can meet all of the hiring needs of the institution with top quality people within three to four weeks of any opening.

1. Evaluate and rebuild the team. Develop and implement an action plan to strengthen the department to meet the institution’s aggressive hiring needs.

2. Identify the real hiring problems. Quickly understand the hiring challenges the organization is facing, determine budget needs to marshal resources, and obtain executive buy-in and approval.

3. Prepare a process flow chart of the hiring process. Working with the team and IT, process-map the institution’s hiring process. Identify the key bottlenecks and implement short-term fixes.

Success Profile –Recruiting Manager (Cont.)

4. Establish a workforce-planning process. Within 120 days, align workforce plan with the marketing forecast and business plan. Identify key hiring needs by job type for the next four quarters. Revise recruiting plans accordingly.

5. Upgrade technology. Lead the effort to evaluate existing talent acquisition technology. Create and implement a plan to refit the technology platform to improve both quality of hire by at least 50 percent.

6. Convert the talent acquisition department into a line function using performance-based metrics. Within 12 months, develop metrics to track real-time performance of critical hiring components. Work with IT to develop a web-based dashboard that all managers and recruiters can use to track the status of each search.

GREAT ADVERTISING ??

JOB SEEKING ACTIVITY OF Fully Employed

8%

10%

16%

44%

22%

Very ActiveSemi-ActiveTip-ToerExplorerSuper Passive

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SEMI - ACTIVESUPER PASSIVE

PASSIVE VS. ACTIVE CANDIDATES

Very Active8%

Semi-Ac-tive10%

(In-cludes:

Tip-Toer, Ex-

plorer, & Super Passive)

82% vs. 8% vs. 10%

Very Active

Semi-Active

Passive Seeker

PassivePassive

82% vs. 8% & 10%

Sourcing Philosophy• Picture your perfect job applicants. They visit your employment

website almost every day. They surf the web endlessly, going from major job boards to niche job sites, sifting through countless job descriptions until they find your postings. When they decide to “google” for job vacancies, they are willing to sort through 25 pages of similar vacancies until they locate your job description and apply for it.

• If your recruiting strategy consists primarily of posting generic job descriptions on your employer career site or on major job boards, you are probably reaching 18% of the qualified candidates at best. At the worse, you are vying with your competitors for the same persistent applicants, many of whom are not the best available candidates.

EMPLOYEE VALUE PROPOSITION

• Why do people come to work at your institution?

• What do you offer that is unique?

• What would make a passive candidate want to leave his/her current employer to work for you?

• How can the candidate make an impact and add value to the organization?

Pro-Active RecruitingTarget the Early Birds, not the Leftovers

Understand that the best people, fully-employed, but still interested intheir future growth, tend to look for new careers differently:

1. First networking with close associates or calling a respected recruiter. 2. If nothing happens, they’ll expand their networking efforts, start

Googling for jobs, do some company and industry research, and maybe start looking at some niche sites.

3. One of the last things they’ll do is look at a company’s career site and apply for a job.

4. If posting jobs on your website is your principal mode of recruiting, you may be netting applicants who can’t find positions elsewhere.

“Help wanted: TELEPATH.

(You know where to apply!)”

WHY REPLACE COMPETENCY-BASED INTERVIEWS

1. No objective proof that they help to hire better employees

2. They are too generic - not specific to the position, in your office, in your institution

3. They predict behavior – not necessarily related to performance

Employer Core Competencies

Flexibility

OUT-OF-BOX SOLUTIONS

1. Relate the competencies to the actual job. 2. Expand model to include competencies

that essential (i.e. drive superior OTJ performance).

3. Conduct a performance-based interview instead of a behavioral interview.

QUESTION 1

Using the resume, and working backwards at a high level, have the candidate take you through the work history for the past 5-10 years. Begin with the most recent position. You will need to obtain information about the organization, the accountabilities, the challenges, any recognition earned, etc.  You should be note if the candidates do a good job of specifying how their background makes them a great candidate for the position?”

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QUESTION 2

“Give me a detailed description of your most impressive accomplishment.”

This inquiry is the beginning of the in-depth fact-finding part of the interview process.

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QUESTION 2 (Cont.)

It's amazing what THIS performance-based question can accomplish:

1. You'll be able to quickly separate top candidates from top employees.

2. Top people want a chance to demonstrate what they've accomplished.

3. The fact-finding process increases assessment accuracy.4. Compensation becomes a less important part of the offer

and acceptance process.

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QUESTION 3

Use this question to align the Success Profile with the applicant’s qualifications for the job.

Pick the top 3-4 deliverables from the Success Profile. Ask the candidate how he/she would go about accomplishing the objective.

Then determine what the candidate has achieved in the past that is similar to that objective.

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Build Your Team

• Review the CIDS guide at least three times• Gather feedback from all interviewers• Conduct the In-Depth Reference Checks • Write comments about each Competency• Make final ratings on Competencies• Make decision to hire, promote, or transfer