5 Hiring tips that guarantee success

5 Hiring tips that guarantee success

Hiring is not at the top of everyone’s mind in 2020.  When you do hire, you want to make sure you are hiring the right person that will be able to hit the ground running and add value right away.  Before you engage in any hiring activity, consider this.

Not every candidate you see will be the right hire for you, and you are likely to have to go through many more CV’s before you find the right person.  Everyone is going to put their best foot forward, and it’s going to be a bigger job to find the Jewell in among the crowds.

No doubt in the current climate, the right person is more likely to be there, but there are some things you want to know so you can spot them faster.

Your Gut Feeling was never enough.

A poor hire is going to have a huge impact on your bottom line and never before has there been a bigger reason to get it right.  People can show their best side in an interview and its not until you bring them into your business that they have the impact you don’t want to see.  You can not afford to give it a go right now.

The problem with winging it

Many Recruitment Agencies will continue to send you people that don’t work out, regardless of how nice they are.  They spend maybe an hour with your candidate and then pass them off based sometimes, on keyword research.  

But failing to really analyse your needs results too often in a poor hire who doesn’t fit the team, isn’t quite as shiny as they appeared to be at the interview and needs massive time and energy from you to get up to speed.

Clients tell me this results in massive losses in wasted salary, productivity and added stress to them and their team.  Having said that, many Agencies will take the time to ensure the right people are in front of you.  But how will you know if you don’t do your own due diligence?

You don’t always get to see what lurks beneath.  Human nature can be held out for around 3 months, and then true colours can’t help but come out.  With respect, this can be a good thing, because you can actually hire someone great and suddenly see their potential unfolding, but you and I know this doesn’t always happen.

Prepare for the Outcome you want

Knowing what behaviours you need for success and more importantly, what behaviours you don’t want to see is key to hiring the best candidate.  People are so often hired on the skill and leave because of poor behaviour fit, lack of clarity around the job expectations or a  clash of values.

Knowing what you want is key to being able to assess fit accurately.  Interviews are for one hour, and we can all be on our best behaviour in one hour.

I’m not saying you had rose coloured glasses on during the interview, but some people are very good at showing you what they want you to see.  And humans being human, we do have a natural tendency towards bias, and often we don’t consider if someone fits our values till way after they prove they don’t.

Hiring the wrong person doesn’t just have an impact on you and your business.  I can also be soul-crushing for the person that gets hired.  There is no disappointment more than not being able to do a good job because you don’t fit or are not skilled enough.

The bad news is, you are stuck with this guy till you can (expensively) manage him out.  The good news is, there are straightforward ways you can make sure that never happens again.

Steps to Hiring Well

  1. Develop an unambiguous Job Description that will inform the kind of advertising you do.
  2. Make sure you are crystal clear on the accountabilities and relationships the role is responsible for.
  3. Take an analysis of the behaviours that work best with your team and your customers.  Analyse the candidate against those behaviours and rank in order of importance.
  4. Ask the right behaviour based as well as competency questions at the interview and be prepared to challenge and dig deeper regardless of what you see in front of you.
  5. Ask searching questions during the interview and at the reference checking stage.  Casual conversations serve no one.

Even if you have been hiring for a long time, you can always nail the process for more focused outcomes.  Never hire at a coffee meeting.  It is a recipe for disaster and a cost to your business.

 

Identifying Talent in the Workplace

The biggest problem people have is identifying talent in the workplace.

A recent Survey from HRINZ cites that “failure of hires in the first year has reached its highest level in 11 years. 28.4% of all hires in New Zealand don’t last beyond 12 months”.

When you think of the costs of this to a business, its astounding. The report goes on to say that turnover in the first six months of employment is typically a failure of the recruitment process and on boarding.

Screening Techniques

Companies invest heavily into technology such as video interviewing, automated reference checking, psychometric reports

Recruitment teams, all trained to read CV’s, manage recruitment process and make decisions about how people may fit into an organisation and yet the statistics tell us we are not getting it right, even at the well supported corporate level.

Barriers to Success

One of the key barriers to identifying talent in the workplace is that there is little focus on what the job requires, at a level of detail that may make a difference.  

The main culprit seems to be in the screening process, and then the method by which people assess other people.  There is still huge room for improvement. 

Personality Tests?

A personality assessment is informative at a high level,  and may be good for teams to understand each other, but do not go deep enough into the match for the job. 

Understanding someone by putting them in a “type” box will take you so far in determining how someone fits the team.

A telephone screening tool will help you to see a person on a screen, but is still open to bias.

The Interview

The interview is an hour of questions, answers, and biased judgement. It works well sometimes and appallingly at other times.

Things to consider

When you hire someone, it is an investment, not just financially, but in the future of your workforce and outcomes. 

You want reassurance that this is the right decision, that the person will fit, and be able to perform well, preferably hit the ground running and add value to your business. 

You are looking for a whole lot of underlying factors that you may not even have thought about yet?

When you look at personality and skills alone, you lose the opportunity to investigate the deeper issues that make a person great, or present risks to your business. 

Focus on Behaviours

Behaviors are the result of beliefs, thoughts, experiences.  They give you insight into the values and motivations of a person specific to the job.

Behaviors generally show up, once you have hired your new employee. Personality is something that is fairly static. It is what it is.

Behaviors however are changeable. People can choose to change behaviour. We call that potential.  When some people understand their behaviour and how they impact everything around them, they have information so othey can make adjustments.

People’s innate behaviour strengths can be connected with the strengths of others, so people can pull together and 10x their impact.

How does Behaviour predict Success?

Measuring skills along with behavior informs the following critical keys to success or failure.

·       How a person fits a job

·        How a person is likely to work with a team

·        How a person is likely to match the culture of the business

·        What factors will impact engagement

·        What development pathways are most effective for that individual

·        What growth potential exists

Smart companies match people to jobs properly and then measure performance along the way.  Results are astounding.  Studies across retention, productivity, performance and customer insights show that focusing on behaviour pays off in spades.

Collaborative Leadership Changes Culture

Collaborative Leadership Changes Culture

Collaborative leadership is a move from Top Down to a People Centric sort of leadership.  Being collaborative assumes that the people who would traditionally have been working under you, become your partners in the workplace.  Sure they still report to you, but since in a collaborative world of high trust everyone has something to offer, there is no need for heirachy.

In the Collaborative leadership model, the Leader is the coordinator of action, there to help, develop and support the team, who, in turn, help support the Leader.  Everyone is trusted for their contribution, and valued for their input.

Collaborative teams are very natural outside of the workplace.  Recently we all became extremely collaborative as we were asked to shut the entire country down with 48 hours notice.  People took action, scrambling to look after their family, moving loved ones across the towns so they could lockdown together.  Others jumped into action, policing the roads in Northland for the purpose of ensuring there were no unauthorised, or potentially sick people bringing the Covid19 Virus to their vulnerable region.  No one needed a boss.  They knew what to do.

The Mark of a Collaborative Leader

A Collaborative Leader understands that there is no place for the Command and control style of old.  They are open and free with information, preferring to be transparent, for the purpose of sharing information that will move projects and work forward.

Collaborative Leadership is about balancing the motivations of their people with the Context of the environment, having a keen eye on the interdependencies of other teams, clients etc, and ensuring everyone is held accountable.  The Leader will have strong networks, and is able to have difficult conversations with the right tone and purpose.

Why Collaborative Leadership?

People want to do their best work no matter what they do.  Often the things that may stifle that creativity and additional effort is unnecessary focus on power, control and driving behaviours.  Driving behaviours in some industries, particularly where health and safety are necessary can be wholly appropriate, so let’s not throw the baby out with the bath water, however unless you inadvertently hired a team of lazy unmotivated lay abouts, even then a collaborative team will create, form and run a Health and Safety team within its ranks.

Collaboration is Bottom Line driven

Collaboration creates an inclusive environment, where people have a sense of purpose.  This gives life to ownership and results in higher engagement, leading in turn to increased productivity.  A collaborative team often speaks of being in a family, where everyone is important and their input is valued.  They feel a sense of pride in the work they do and that results in better customer experiences, feedback and more business.

The Traits of a Collaborative Leader

A Collaborative Leader is one who is confident to make decisions, while open to the ideas of others.  This installs trust in the people they work with.  In addition, they are able to Empathise with their people while holding them accountable for results.  Being open to feedback, opens the mind, allowing a broader perspective, which results in a level of comfort when taking risks.  The Collaborative Leader doesn’t do everything for their people, but rather works in a mutually beneficial relationship and is easily able to communicate ideas and concepts in a way that gets heard, but allows others to be heard also.

Not everyone naturally has the traits of a Collaborative Leader and the downfall can be experienced by all as controlling, overly helpful, uncommunicative and uncertain.  People love to have a leader who they can trust.  It goes both ways. Going forward where businesses may well have smaller teams for the foreseeable future, consider harnessing the power of collaboration.

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Managing process vs getting Results

Managing process vs getting Results

Recruitment is the first step in the life cycle of an employee. Yet processes and outcomes are no better now than 10 years ago. With all the innovation around hiring, I often wonder why we are still reading Resumes, interviewing people with little or no real insight into potential, other than a one-hour meeting. We still draw on our own personal bias in the interview room, and we still read hundreds of Resumes a day.

To be more specific, the hiring process hasn’t changed. There are new tools like gamification, video screening tools, etc, but you still need to know how someone matches the job and you’ll likely still read CV’s. and spend time screening. 

People make judgments based on their own opinions, bringing with them, their own biases, preferences and decisions. I have personally sat in interviews where candidates got hired based on the biases and power of one person, then watched on as the wheels fell off.

Leadership used to be the pinnacle of career success, but not everyone enjoys leadership and putting an excellent performer into that sort of role could be the end of them. Leaders still get hired and promoted based on their tenure in the organisation and technical expertise, and then get set loose on people they have no heart for. 

The great buzzword about town these days is diversity. It blows my mind when I hear discussions around blind testing CVs to ensure diversity, when I know there is a better way to ensure recruitment practices are aligned to true diversity based on job fit alone.

People are often not developed for their potential because the organisation doesn’t recognise it and departments have no cohesive way to measure talent. Consider the cost of replacing people because they got fed up and left, or the cost of losing people through a change process because they were either mapped into a role they didn’t fit or couldn’t see a viable future. This cost goes further than profits or budgets and has an impact right across the organisation and beyond.

Richard Branson famously said that he prefers to hire for behaviour and potential, because you can teach skills. Behavior + Skills – Job Fit. You can use analytics to determine job fit faster and more cost effectively than having a large recruitment team paid to read CV’s. Behavior analytics also helps drive culture and enables better management outcomes.

Behavior analytics is a growing field. It saves time, money, and risk and boosts productivity through identifying and utilizing the innate strengths of the humans that work in your organisation.  The focus on behaviour is driving big businesses like Google, Cathay Pacific, MasterCard and more around the world. They use it to strategically align their talent throughout the employee life cycle. They use it to help their people realise their career aspirations, and to measure engagement in a very human way.

Bench-marking top performers and hiring to success factors creates a high performing business, whatever the size. Using behavioral data to develop people through the organisation makes perfect sense to me. I can no longer drink the coolade when I can help businesses create lasting value through understanding their people.

Organisations globally do better and operate better as a result of using key data to utilize their workforce smarter. What is stopping your business from making that leap?