Posts Tagged Hiring Top Performers
I’ve always found it odd – maybe even dumb – to hire people based on their skills and depth of experience without telling them much about the job until they start. Then to determine if they are good or not after they're hired, we assess them on their performance doing some job they weren’t assessed on.
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Last month I was speaking to a senior director of software engineering for a major high-tech company. With over 200 developers in his department and years of experience hiring top performers this observation was earth-shattering:
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I was a guest on Simon Fagg’s excellent After Dinner Leadership podcast last week. Simon brings an oldie with a newbie to discuss how business ideas of the past might still be useful today. Simon’s first question to me was to highlight some early leadership lessons that I felt were still relevant. Here’s what I came up with from the early 1970s.
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It turns out that hiring outstanding talent on a consistent basis has little to do with your ATS, which job boards you use or the quality of your competency model. The process shown in the image below (PDF version) will give you consistent great results as long as you do these four things first:
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The fourth edition of Hire with Your Head (Wiley, September 2021) will soon be published. As part of the unique book club we’re putting together for those who pre-order the book program, I’ll be selecting different sections of the book to highlight. The opening of the book makes the case that most hiring problems are strategic in nature, so I’ll start there.
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More than 40 years ago the #1 recruiter in the world told me that applicant control was the key to making 2-3X as many placements per month. It took me one full year to master the technique but my placement rate soared by over 3X during the next 18 months as a result. More importantly, 75% of these candidates who were subsequently placed over the next 25+ years (more than 600 people!) were either assigned to stretch projects or got promoted during the first year. Just as important, less than 10% left during the first year.
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I was just finishing up the 4th edition of Hire with Your Head (Wiley, Q3 2021) when a call came in from a talent leader asking about the cost for training her 30-35 hiring managers to implement Performance-based Hiring at her company.
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Over the past 40+ years I've interviewed thousands of candidates for manager, director and VP level positions. Very few of these candidates actually applied for the job being filled at the time. Most were found via LinkedIn or a referral. Nonetheless, I was dumbfounded that many of these people weren’t great interviewees, yet most were all remarkable people doing their jobs.
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A Win-Win Hiring outcome means the hiring manager and the new hire both agree it was the right decision one year into the job. While defining hiring success at the one year anniversary date rather than the start date is a worthy goal, it requires some significant process reengineering efforts to achieve it on a consistent basis. The first is recognizing what works and what doesn’t and then asking two critical questions during the interview.
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I first heard about Red Scott’s “Hire Smart or Manage Tough” credo 30+ years ago at a Vistage (then TEC) resource presentation.
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Lou Adler’s Fourth Edition Book
Hire with Your Head