So, you hired that individual who seemed full of promise. They had an amazing CV, the looks, the perfect interview, signed contract and good to go…
Then, a few months down the line, the settling-in period has ended and you’re still waiting for the results that a few months ago, seemed guaranteed. You are waiting for the “STAR” performance to kick in, but somehow feel like you were fooled by a sparkler.
In the competitive employment market, with so many people competing for positions out of desperation rather than passion, we are easily deceived by the “professional interviewees”. Here are some suggestions, based on research, to increase the chances of hiring the right person by inserting the following processes in your hiring process:
- The Interview process: This includes the CV which identifies Skills-Fit/Experience and followed by ”The Interview”. By utilising this process you only have 14% chance of hiring the right person. That is a 1 in 7 chance of hitting the mark.
- Reference Checking: Following up on references increases your hiring hit to 26% chance
- Personality Testing: By adding personality testing you increase your chances to 38%.
- Abilities Testing: Job-Related skills and abilities tests increase your chances to 54%.
- Interest Testing: Assessing an individual’s interests and comparing them to the job-interests increases your odds to 66%. Interests are an individual’s natural motivators to do the job.
- Job-Match: Assess candidates using a reliable Job-Match assessment (like the PXT which includes Interest Testing) to increase your chances to a staggering 75%.
We have years of experience and multiple tools at our disposal for testing and job match. Let us help you increase your chances of hiring right.
By Chrystal Austin
(Source: Professor Mike Smith, University of Manchester, USA, August 1994, Professors John E. Hunter & Ronda R. Hunter, Validity and Utility of Alternative Predictors of Job Performance, Psychology Bulletin, Vol. 96)
I have been involved in Personal and Leadership training and development for the past 26 years as a facilitator, trainer and coach. What a marvelous and dynamic journey it has been.
Alvin Tolfer said “The illiterate of the 21st century will not be those that cannot read or write, but those that cannot learn, unlearn and relearn”. Nowhere else does this apply more than to leadership and the ability to guide and influence others. Leadership in a word is “influence”, according to John Maxwell, and the more skilled a person becomes at one-on-one and one-on-many communication, the greater the capacity to lead.
In the book “The Work of Leaders”, the authors, after much research, determined that all leaders need to be able to 1) Craft a Vision, 2) Build Alignment and 3) Champion Execution.(I recommend this book). Joel Barker, many years before, stated that to create a Vision Culture within an organisation, it had to be 1) Leadership Initiated 2) Shared and Supported 3) Positive and Inspiring 4) Detailed and Specific. Words of wisdom from both sources. What is interesting is that the number 2 in both studies were the most neglected, namely the points dealing with people and getting their buy in. To be learned and skilled in an area of focus and to have a title to go along with it does not guarantee that you will be a person of influence.
Many descriptions and titles for the modern leader come to mind as authorities have described the attributes of leaders….the Principle Centered Leader, the Servant Leader, the Mindful Leader, the Emotionally Intelligent Leader, the Situational Leader, the Relevant Leader, the Charismatic Leader, the Level Five Leader, the Leader without a Title and so on…all great titles with excellent research and facts to enhance our understanding of what it takes to be a better leader.
Here are a few things I have learned on my journey to recognize the Perfect Leader:
- Leadership is not for “softies”…if you see a man on top of a mountain, he did not fall there.
- Leadership is a process not an event. It takes time and effort, success and failure.
- Leadership in the 21st Century is a journey that requires constant learning both theoretically and practically.
- Leadership requires developing a burning desire to succeed and the discipline to put your beliefs into action.
- Leadership is more than mere words of encouragement to others, but a sincere and genuine interest and understanding of what they want to achieve.
- Leadership is not for everyone. Self Leadership is, but not ‘others’ Leadership.
- Leadership is trusting others enough to “let go.”
This might be a long list…so let me conclude by saying that there are no Perfect leaders, they will always have challenges however, successful Leaders have different challenges year after year, not the same ones over and over again. If you are growing and moving forward, there can be no one more successful than you. Failure is manifest when you quit and forego the opportunities that lie before you.
By Mark Cunningham
The state of the economy is unfortunate, with yet another of the three rating agencies downgrading South Africa to junk status and investors pulling out of the JSE and government bonds. Now more than ever companies have to optimise and enhance their organisational talent. While cost cutting may be unavoidable; it’s important not to fall into some of the common traps that will put you at a disadvantage when the economy turns around.
The bottom line is that you need to know your human capital inventory well enough to make the best decision, and have the courage to take calculated risks to upgrade when the opportunity presents itself.
Our researchers have identified four crucial strategies to optimise and enhance your organisational talent. These are:
- “Re move” your chronic under-performers
- Remove your dead wood
- Uncover your diamonds in the rough
- Never stop your hunt for high quality outside hires.
This blog post series will elaborates on these four crucial strategies.
1.” Re move” your chronic under-performers
How often have you seen organisations keep staff just because they are nice people that don’t cause a lot of waves even though they aren’t very good at their job? They’ve moved around and had a lot of chances, but just don’t have what it takes to be effective. This is especially important for people in the higher pay scales.
The first step is to identify the organisations least effective employees. Then determine if they are chronic low performers or just a bad fit for a particular job, or have a bad manager, insufficient training or lack of resources.
However, you need to be honest with yourself. They may be nice people, but if they can’t or won’t add enough worth, then you need to make the tough decision and let them go. If you tolerate them, then your mid to top performers lose the motivation to go above and beyond average job performance; they see poorness is both endured and accepted.
Do you have the data to support your decisions?
These decisions are best made when supported by facts as opposed to opinion. There are many assessment tools that give you objective data to determine if an employee is a chronic under-performer or the victim of other circumstances that can be overcome. Without valid measurement tools management becomes very difficult.
Studies show that employees who match their jobs are 2.5 times more productive on the job. “Job Fit” improves job satisfaction and engagement, resulting in increased productivity. Harvard Business Review followed 360 000 people over a 20 year period that showed job match was a key ingredient in retaining people.
“Job Match” is influenced in terms of an individuals abilities (thinking Style), occupational interests and personality traits. Commonly accepted factors such as education, job training and experience are, according to the study, secondary to the job matching approach which more accurately predicts job success.
We are all “DUC’s”
Professor Alfonso Lopez, while at Texas University would use the acronym DUC‘s to describe people. He would say that we are all Different, Unique and Complex. Because of these differences we have likes and dislikes. We have different intellectual and physical capacities. Our Emotional Intelligence and circumstances are different. “You cannot send a Duck to Eagle School” is a book written by Mac Anderson and a good reminder that those looking to upgrade their talent need to hire smart and train effectively.
It has been said that you cannot manage anything that you do not measure. For example, if I want to manage my health, there are certain things that I need to measure. My weight, body fat content, blood pressure, blood sugar, cholesterol levels are but a few things that are very important. The same applies to people. If you want to manage people, you have to measure them. When last did you measure your people from a hiring and development perspective?
Replicating Top Performers
It is easy to recognise top performers when you review their numbers and see them performing in the workplace. The challenge is understanding the differences between them and the average and below average performers. Why are they successful and how can we ensure that future candidates share these success factors?
Steps to identifying and assessing top performers.
- Look at the sales performance, customer satisfaction surveys, quality metrics, output volume and other KPI’s (Key Performance Indicators) to identify your top performers.
- Use a reliable and valid assessment such as the ProfilesXT to determine their thinking style, behavioural / personality traits and their occupational preferences.
- Create a high performance model as a benchmark.
- Evaluate candidates relative to this high performance model for maximum engagement and productivity in the job.
- Remember to look at Skills fit and Company fit when making your final decision.
Hiring and Selection Summary
It is recommended that when making people decisions in an organisation we look at 3 areas that influence the suitability of a candidate.
- Past – SKILLS FIT -Does the individual have the necessary technical skills to do the job?
- Present – COMPANY OR ORGANISATIONAL FIT -Does the individual fit into the culture within the organisation and does he have the right values.
- Future – JOB FIT – Does the individual have the right cognitive ability, behavioural traits and occupational interests?
Using employee assessments in your hiring and selection process will give you a competitive edge while increasing success and consistency in hiring talented employees. “Job Matching” people with the work they do, creates a solid workforce that has the right people in the right positions.
By Mark Cunningham