Become Thirty Percent More Effective In Selecting The Right People

Success starts with the right people in the right jobs. Particularly in leadership positions. But if that's really the belief of most organizations, why is it that so many selections fail at their jobs - or - even worse, just hang on and take up space?

Based on feedback from any number of studies, candidates hired for leadership or emerging leadership positions are successful about a third of the time, with success being defined as meeting or exceeding the expectations of the organization. About a third fail, with failure defined as not meeting the expectations of the organization, and about a third survive, with survival being defined as getting close enough to meeting expectations to avoid being let go.

Often the rationalization for this level of performance is that the best hitters in baseball only get a hit about 1 out of three times at bat - and they're considered stars. The difference is that once the batter ends an at bat - it's over.

But when a failure to get a hit in selection occurs, the problems are just beginning. Low morale, increased turnover, missed goals, reduced profit, possible lawsuits and lowered standards of performance are all part of a poor selection decision. And those problems just get worse as the decision on what to do gets put off - no one likes admitting to a mistake. And the biggest cost - the opportunity cost - the cost of not having the right person in the right job - is by far the biggest cost of a poor selection decision.

And yet, many organizations that are constantly striving and working toward improvements in quality, customer service, sales, and profits appear satisfied with the status quo in selection. While they are convinced that standing still in so many areas is actually losing competitve advantage, they don't see the same thing happening in selecting the right people for the right jobs. To the extent they stand still on improving in this most vital of areas, theyre losing competitive advantage.

It doesn't have to be that way. In fact, every organization striving to improve their selection batting average can become at least 30% more effective.

How can you add 30% effectiveness to your people selection processes - selection including hiring, transfer, promotion and team membership?

Here's how:

1 - Start by identifying a critical position that has been hard to fill - where turnover and failure to perform have been a problem. Or a critical position where fit with the existing organization is essential to success.

2 - Look for biases that have no bearing on the job that may have limited the applicant pool. I don't mean the mandated of race, sex, ethnicity, religion - those should have been dealt with long ago. I'm talking about ensuring your pool of applicants/candidates isn't being restricted by biases and assumptions and cultural differences that have no real basis from a organizational standpoint.

3 - Create the key accountabilities for the job using the key stakeholders. Prepare to be amazed at how different one key stakeholder sees them from another. Get agreement on the top three to five - even if that means having to really negotiate to agreement.This is key at the beginning of the process - agreement here will go a long way to ensuring the people involved in the selection are all on the same page. And the recruiting is targeted.

4 - Have the stakeholders identify the education, experience, industry experience, and other hard data elements. These are the quantifiable data points that every candidate must have for further consideration.

5 - Identify the behaviors, motivators and personal skills that have been successful in the job. Get them from the people who have been successful in the job, from the people with close contact and interdependence with the job, with the people who manage the job. If assessments of behaviors, attitudes and skills are currently being used, use the results of past assessments to help create the profile. If they are not in use, or the assessments in use don't lend themselves to this process, get ones that do.

6 - Have the stakeholders meet to review the findings and to use them to arrive at a profile of the ideal candidate and to prioritize must haves, want to haves and nice to haves. Use assessments to help the stakeholders in this vital step. The process is benchmarking- creating the benchmark against which all candidates will be measured. No more letting the candidate pool set the standards for success.

7 - With this information in hand, train and develop an interview team to use it in creating a coordinated interview process. And have the candidates that pass the education, experience and other hard data elements take the same assessments. Review the assessment reports of the candidates against the behavior, motivators and personal skills profile created by the stakeholders in the organization.

8 - Use what was learned in this first benchmarking project and apply it to other high value positions. The process has value at all levels - but it does take an investment of time and effort, and the early efforts should be directed at the highest potential gain positions.

Organizations that have followed this process have seen major improvements in selecting the right person for the right job. Organizations have seen their comfort level and support for newly selected people jump because there is a firm foundation for the selection decision. And the profile completed by the stakeholders provides the blueprint for development and success of the person selected. Success and retention rates have increased well beyond the 30% level in many organizations.

Examine your own process. See what tools you are currently using. Don't be satisfied measuring activity - when evaluating your current process measure results in the success of the selections. Don't confuse survival with success. It's a roadblock to increasing the level of excellence in the talent level of the organization. Real improvement comes with the right person in the right job. Use this process for your own success.

Written by Andy Cox, President

Cox Consulting Group, 4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www,coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com/

Copyright 2008 All Rights Reserved

How To Keep Top Candidates From Falling Through The Cracks

Top people are scarce - just ask any organization how tough it is to attract the best, let alone select the best. At the same time, I'm willing to bet that more top people - the right people for the right jobs - slip through the cracks in the selection process than anyone could imagine or admit. After thousands of dollars in recruiting, interviewing, travel and all the other assorted expenses in time, effort and money associated with attracting top candidates, organization after organization drops the ball on top candidates. And they don't even know it!

Here are ten of the top, invisible ways those cracks occur:

• Failure to understand that recruiting is as much a selling process as it is an evaluating process. To get top people requires as much selling as it does evaluating. And top people are doing just as much evaluating as they do selling. It's a two way street - but it's amazing how many people don't realize that, and take a "I've got something you want" approach. Top people slip right through the cracks when they see that behavior.
• Organization's don't know a top candidate when they see one. That sounds funny, but it's not. It means time hasn't been taken at the front end of the process to identify and define what a top candidate will look like in terms of the really important things.
• Superficial knockout factors: A manager I know will not hire a person who smokes cigars - period. I don't mean someone who insists on smoking cigars at work. I mean recreational cigar smoking - away from work. Apparently this manager had a bad thing happen with a cigar smoker early in his career. Everyone of us has biases about the strangest things - they can and do get in the way of hiring top people. The beard, the frayed collar, the wrong college, speech patterns - you name it - they are knockout factors in many organizations.
• Poorly kept restrooms and break rooms and lunch/dining /meeting rooms. Nothing says a poor environment like a badly served public use area. Nothing can chase top people away more than the appearance of a poorly kept facility.
• Lack of preparation. Nothing speaks to this more than unprepared interviewers, repetitive use of the same questions/scenarios from multiple interviewers - the "tell me about yourself" question. Holes in the interview schedule. Lack of interviewing skills and preparation. Bad choices of interviewers.
• Secrecy. The " don't tell them anything that may tip them off to what we are looking for." If you treat a candidate as a mushroom, it speaks to how they will be treated as employees.
• Poor followup and lack of feedback. "What you do shouts so loudly I can't hear what you're saying." When that top candidate leaves the facility, how long before contact is made? It's amazing how often weeks can go by before a followup call is made to the candidate. The excuse is often that the candidate - if truly interested - should get back to the organization. True - but failure to keep that communication door open on the part of the company lets top people fall through the cracks - without a sound.
• Relying on staff people to maintain contact. If you're a candidate for a HR job, then a HR hiring manager should be the key communication link. But HR people should not be the key communication link for other functional areas. They can coordinate and pester and cajole hiring managers, but the Hiring Manager has to be the link.
• Lack of respect for the candidate's time. I had the misfortune to work with a manager who, as a matter of practice, kept candidates waiting for hours beyond the time set up for an interview. The worst case was a General Manager candidate who waited four hours before finally bowing out. We never saw him again - even though we tried to reschedule him. What a waste - of everything.
• Overly long process. There are so many pressing, proximate things that can keep pushing selection to the back of the line. Before anyone realizes it, months have gone by and no decision has been made. I suspect in many cases a fear of making a mistake in selection has a hand in this. In any case, top people don't have to wait around. They slip through the cracks - and then show up working for a competitor.

Take the time to audit your own process. If you see any of these conditions take action to correct them. Top people are tough to get in the first place, without adding self inflicted conditions as a barrier.

Written by Andy Cox, President

4049 E Vista Drive, Phoenix, AZ 85032 Ph: 602-795-4100; Fax: 602-795-4800; E Mail: acox@coxconsultgroup.com; Website: www.coxconsultgroup.com; Blog: http://multiplysuccess.blogspot.com
Copyright 2008 All Rights reserved

Hiring The Right People Is A Two Way Street

Mr Right, for lack of a better name, had decided it was time to move on to a new job. He had all of the qualifications: education, experience, accomplishments, industry experience and contacts. He was definitely an "A" player in his industry.

So he went about the business of looking, and in short order he had three different companies that were very interested.

Company A interviewed him, set up a second round of interviews with top people directly involved in the position he was being considered for, interviewed him and, after checking references - with his permission, and assessing his fit, made him an offer - albeit a low ball offer to start the process of negotiation. Throughout the process so far he was treated well, with all the steps completed in an organized, efficient manner

Company B contacted him, completed a phone interview with the Hiring Manager and the HR recruiter, and set up an interview schedule with four stakeholder executives for a Saturday, recognizing his commitments to his current employer. The interviews were held, he left feeling good about the position and his own performance. Two weeks later he had not yet had a followup call or letter, even though he had sent thank you letters to the people he had talked to.

Company C contacted him, asked him to come in as soon as possible, and then took him and his resume to eight different people - all who dropped what they were doing to talk to him - with numerous interruptions - and then he was interviewed by the Hiring Manager who said he had glowing feedback and asked what it would take to get him to come to work for them.

Where do you think Mr Right ended up?

He could have ended up at any one of the three companies, although my bet would be that a Company D, that didn't lowball him, that didn't leave him hanging, that didn't rush to hire, probably would be where a highly sought after, A player, would end up.

My point is that in hiring, the applicant is making a decision at least as critical to them as it is to the company. Top candidates look at all the little signals that tell whether their prospective employer is someone they want to work for - and if they find that company wanting, they keep looking. C players are easy to hire - they will often put up with delays, low ball offers, disorganized process, multiple interviews ( as many as 21 different interviews is the record in my experience) and snap decisions based on getting a "warm one" hired as soon as possible.
That's how companies end up with more than their share of C's, D's and F's.

Suggestion: Take the time to audit your own selection process from the applicants point of view. Go so far as to have a "Mystery Applicant" apply with the objective of seeing how things actually go. Chances are there is room for improvement in your process - for selection at every level. Make the changes to give the applicant the best possible view of your organization - as an organization, you never get a second chance to make a first impression. More A players are lost because companies drop the ball in the process of selection than for any other reason - don't let it happen to you.