Attracting and Retaining the Right People for Your Organization

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Attracting and Retaining the Right People for
Your Organization
James Lynn, Ed.D., LP Lynn Associates 5435
Wedgewood Drive ? Shorewood, MN 55331 (952)
474-2193 http//www.lynn-and-associates.com lynnco
nslt_at_aol.com
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Hiring The Right People

• What I Know

• What I Want to Know

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INDIVIDUAL ASSESSMENT

• A set of procedures that measure an individuals
  job related knowledge, skills, ability, and
  personality characteristics for the purpose of
  making a recommendation, or inference, about that
  individuals suitability for a job.
• Consulting Psychology Journal Summer 2004

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A Consulting Psychologists Perspective on
Hiring The Best People

• Understand your type - Carl Jung / MBTI.
• Understand your organization's Culture and
  Value Proposition.
• Understand what it is you are looking for in
  the job
• Construct an assessment protocol to identify the
  best people
• Use these elements as the foundation for getting
  the best candidate.

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LEARNING OBJECTIVES

• Learn how to get the right people on the bus
  Good to Great
• Know your organizations core culture know
  thyself
• Know who you are looking for the Position
  Profile
• Powerful tools to help you select the best
  candidate
• The Behavioral Interview
• The MBTI Psychological Type
• Emotional Intelligence Common Sense Matters

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Individual Assessment Process

• Identify the culture who are we?
• Identify the job the what and how?
• Establish assessment protocol which tests?
• Conduct the assessment
• Interpretation and feedback
• - To Recommend, or better yet
• - To Ask Key Questions?

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INTRODUCTION TO PSYCHOLOGICAL TYPE
The Myers-Briggs Type Indicator TM measures
preferences in the following areas
Introversion (I) vs. Extraversion (E) Sensing
(S) vs. iNtuiting (N) Thinking (T) vs. Feeling
(F) Judging (J) vs. Perceiving (P)
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MBTI SELF QUIZ
Extraversion / Introversion Continuum
Introversion Internal, inside pull, keep it in,
involved with ideas and thoughts, concentration,
think - do - think
Extraversion External, outside thrust,  blurt it
out, involved with people, things,  interaction,
do - think - do
E
I
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MBTI SELF QUIZ
Sensing / iNtuiting Continuum
iNtuiting Sixth sense, hunches, what could be,
theoretical, future possibilities, insights,
learning new skills, move around
Sensing The five senses, what is real,
practical,  present orientation, facts, using
established skills, step-by-step
S
N
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MBTI SELF QUIZ
Thinking / Feeling Continuum
Feeling Heart, values, subjective, mercy,
compassionate, complimentary, empathetic
Thinking Head, logic, objective, justice, firm
but fair, critique, reason
T
F
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MBTI SELF QUIZ
Judging / Perceiving Continuum
Perceiving Spontaneous, adapting, tentative, let
life happen, gathering information, open, flexible
Judging Planful, controlled, settled, run ones
life, setting goals, decisive, organized
J
P
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Type Style Quiz
What do you believe your style type preferences
are? ___ E or ___ I ___ S or ___
N ___ T or ___ F ___ J or ___
P Any questions about type or your
preferences? Remember this is just an
introduction to type, not the test.
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THE 16 MBTI STYPE TYPES
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Sample City Style Type
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MBTI FUNCTION CHARACTERISTICS
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The MBTI and Culture

• Knowing the Type Table for your organization
  tells you a number of things in relation to
  recruiting and finding talent
• Helps the team interact more effectively
• Predicts who prefers strategic ideas
  (iNtuitives) and who prefers operational
  execution (Sensors)
• Psychological type also describes specific
  organizational cultures

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THE FOUR CULTURES
SENSING (facts)
Collaboration
Control
FEELING (values)
THINKING (objectivity)
Cultivation
Competence
INTUITIVE (ideas)
Adapted from, Linda Berens, Understanding
Yourself and Others, and W.E. Schneider, The
Reengineering Alternative.
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Culture Strengths Weaknesses
COLLABORATION CULTURE
Strengths
Weaknesses

• Team focused collaborative
• Even team with customers
• Employees involved/engaged
• Find a need and fill it

• Can over-do teaming
• Turn cookie-dough into vanilla
• Hard to get into the family
• Love problem-solving/ fire fighting to a fault

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Culture Strengths Weaknesses
CONTROL CULTURE
Strengths
Weaknesses

• Bad leader horrific culture
• Creativity stifled
• Not for free thinking types
• Lead to over control command - punishing

• Good leader thing of beauty
• Follow a familiar formula
• Know what to expect
• Needs to control people/processes reduce cost
  and variation

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Culture Strengths Weaknesses
COMPETENCE CULTURE
Strengths
Weaknesses

• May miss the next thing
• Punishes dumb people
• Cold/tough place to work
• Cut slackers each year

• Create great services
• Reward smart people
• Strong competitor
• Macho environment no crying in public

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Culture Strengths Weaknesses
CULTIVATION CULTURE
Weaknesses
Strengths

• Have to be a believer
• Tendency to burn out
• Resist even needed controls
• Hard to live the dream

• Values driven
• Work is like play
• Little structure-rules
• Tackle tough issues
• On a Mission from God The Blues Brothers

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WHATS YOUR CORE CULTURE LIKE?
Like a Hierarchical Culture - CONTROL
_____ Like a Team Oriented Culture
COLLABORATION _____ Like a Skills Based Culture
COMPETENCE _____ Like a Mission Driven
Culture CULTIVATION _____ Mixture/Confused
______ What kinds of employees do you find in
these cultures?
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CORE VALUE PROPOSITION

• Your Value Proposition Defines Who You Are
• How do you relate to your citizens
• Cant assume good service is good enough
• The Road to Failure
• We dont really have competitors were the
  government
• The current rules have worked so far
• Rule 1 Be the best jurisdiction in the
  marketplace by excelling in a specific dimension
  of value
• Rule 2 Maintain threshold standards on the
  other dimensions of value

Adapted from The Discipline of Market Leaders
by Michael Treacy and Fred Wiersema
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CORE VALUE CONCEPTS
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CORE VALUE CONCEPTS
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WHATS YOUR ORGANIZATIONS CORE VALUE
PROPOSITION?
Rank the 3 areas below using the following key
1 Most like my organization and 3 least like
my organization. Remember, you need all three
but which has the greatest similarity to your
organization? A Low Cost Taxes best overall
value _____ B Product/Service Leaders
period _____ C Customer Focused total
solution _____ D We do all three equally
______ Are there any questions about
organizational Value Propositions?
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LINKING CULTURE VALUE PROPOSITION
FACTS

• Three Core Value Propositions
• Operational Excellence Low Cost best
  value for the dollar
• Product Leadership no one else does it
  better than us
• Customer Intimacy we exist for our customers

FEELING
THINKING
IDEAS

• The Linkage
• Control and Operational Excellence
• Collaboration and Customer Intimacy
• Competence and Product Leadership
• Cultivation and no one value proposition

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Application Example

• A citizen calls city hall and complains about a
  broken branch in front of her house that is also
  hanging over the street.
• What is the response she is likely to get?
• - Why are you calling us?
• - The truck comes by the first Tuesday of each
  month thats the procedure.
• - Well dispatch a truck over right away.

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DISCUSSION QUESTIONS
1. What is your level of agreement about your
current and desired Culture and Core Value
Proposition? 2. What do you think your
citizens implicit understanding of your Core
Value Proposition is?
a) Low Cost/Best Value d) Nordstrom
Service at Wal-Mart prices b) Product/Service
Leader e) Wal-Mart Service at Nordstrom
prices c) Great Service/Total Solution f)
Muddled and Confused

• 3. How can I apply these models (culture and
  value proposition) in attracting the best people
  for my organization?

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Case Study - Application

• Your city is customer intimate with a
  collaborative culture and you are looking for a
  new Police Chief.
• In your group come up with a 2-3 sentence
  recruiting Ad for the position.
• Advanced question How would your Ad differ if
  you were a command and control culture looking
  for police efficiency and low cost?

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SUMMARY OF CULTURE VALUE PROPOSITION

• We know about the Myers Briggs Type Indicator and
  how you can use Type Tables to better understand
  your own organization
• We now have a good understanding of what culture
  is and you should be thinking about what kind of
  culture you want to create.
• We also know the three core value propositions
  most organizations give to their customers and
  you should be thinking about your organizations
  core value proposition.
• We realize the importance of choosing, of focus,
  of having a core culture and a core value
  proposition that are aligned.
• As we now start to work on the Candidate Profile,
  you can see how the MBTI, culture, and value
  proposition form a basis for finding the best
  candidate.

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HOW CULTURE AND VALUE PROPOSITION SHOW UP IN
YOUR RECRUITING STRAGEGY
City A Financial Manager with a customer focus
speaking the language of your citizens solving
problems one customer at a time.
Company B Financial
Manager Wantedonly the best need apply. Company
C Cost Saving Financial Manager Wanted!
Question Can you tell by the Statements above
which company is low cost/control, which company
is product leader/competent and which company is
customer focused/collaborative?
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Profiling the Position
What is expected of this position? What outputs
and results? How do you expect the person to
perform? What skills are needed?
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The Results Part of the Job What is Expected?

• What are the Job Functions?
• What Objectives are expected for this job?
• What is this position accountable for in specific
  terms?
• What special challenges exist with this position?

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THE HOW PART OF THE JOB

• How the work gets done is as important as what
  gets done
• Every Position uses a variety of skills problem
  solving, strategic agility, citizen focus,
  interpersonal savvy, etc.
• Pareto tells us most Positions use a few skills
  the most - the 80/20 rule

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STICKY DOT TECHNOLOGY

• Use cards with the set of job skills.
• Discuss the Position to be profiled.
• Team members choose top 8 skills for that job.
• Put Sticky Dots on the Skill Flip Chart.
• Reach consensus on the top 6-8 skills.

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CREATING AN INTERVIEW GUIDE

• A job interview is like a dance. If you want to
  lead, you need a structured interview guide

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BEHAVIORAL INTERVIEWING

• Behavior is what you say or do .. Your conduct.
• Behavior produces results.
• The best predictor of future performance is past
  behavior.

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Examples and Non-Examples

• Tell me about your philosophy of dealing with
  Councils.
• What experience have you had working with
  Councils?
• Ethical behavior is very important here. How do
  you feel about honesty and integrity?
• Describe for me one of your strongest ethical
  challenges. What happened and what did you do?
  

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The Wrong Way and The Right Way to Conduct an
Interview

• Start If bad .. End quickly
  Wrap-up
• Quick inference If good sell candidate
  Tell them
• Start Withhold Judgment Wrap-up
• Get rapport Use Interview Guide
  Next Steps

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PSYCHOLOGICAL TOOLS
Personal History Biography The Interview as
an assessment The MBTI - Electronic Profiler
SpeedReading - On-line MBTI II with 19 page
report Emotional Intelligence On-line
Assessment
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The Interview as Assessment

• All qualified candidates who pass the initial
  screening get the same Structured Interview Guide
  
• They are all asked the same questions
  behavioral based and bone fide this will pass
  legal screening avoiding problems
• The way the candidates answer confidently,
  shyly, exaggerating projects who they are.

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What is Emotional IQ?

• Not the same as formal Intelligence
• Emotional IQ is different measures how well you
  get along
• Emotional IQ predicts success on the job and
  knowledge of how to work with others

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The Components of EQi

• A Total EQ Score like the IQ Score
• Intrapersonal Score Self-regard, Self-Aware,
  Assertiveness, Independence, and
  Self-Actualization - in short knowing yourself
• Interpersonal Score Empathy, Social
  Responsibility and Interpersonal Relationships
  in short knowing others

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Components of EQi

• Stress Management Stress Tolerance, and Impulse
  Control
• Adaptability Reality Testing, Flexibility, and
  Problem Solving
• General Mood Optimism and Happiness

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How Consulting Psychologists Can Help You Attract
and Retain the Right People
Helping You Identify Who You Are As an
Organization First What kind of culture do you
have? This is critical, as a command and control
Police Chief will not work well in a Citizen
Intimate Collaborative Community! Creating a
Type Table - So You Can See the Psychological
Diversity of Your Present Staff and think about
how to best compliment it. Having your staff
take the MBTI. If you have been great at
generating lots of goals and big ideas, and poor
on implementing them you may look for some
ISTJs or ESTJs to actually get some work done!
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Figuring Out Who You Need

• Most people wind up hiring fast and firing slow
  
• The idea is to hire slow and fire fast
• (by hiring right you hopefully wont need to
  fire fast!)
• You need to profile the position to identify
  the key whats and hows of the job

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The Behavioral Interview

• With sticky dot technology you pinpoint the 6-8
  skills needed for the specific job
• Then you create the questions for the Whats
  and the Hows (skills ) in the Structured
  Interview Guide
• And create Look Fors to help interviewers
  evaluate answers fairly/consistently/legally

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Psychological Screening

• Assess the top candidates with a variety of
  psychological instruments
• The MBTI II On-Line Assessment
• The Emotional Intelligence EQi On-Line
• Use the psychological evaluation to help you
  ask more questions and get at key issues

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SUMMARY

• In this Seminar we covered a lot of ground. We
  discussed the following
• How the MBTI can be used as an organizational
  recruiting and team building tool and set the
  stage for doing smart recruiting.
• How your culture shapes the way things get done,
  and that the best run jurisdictions have a clear
  and consistent culture that attracts people.
• That behavioral interviews with Structured
  Interview Guides produce the best qualified
  candidates that can demonstrate relevant past
  experience
• Attracting and keeping the right people is easier
  if you know your culture and core value
  proposition

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What did you learn?

• Reflect on and relate the two or three things
  you learned that you will take back to your
  jurisdiction.

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SURVEY

• Did you find this Seminar on the MBTI, Culture
  and Hiring helpful? __ Yes __ No
• Would you like more information on any of the
  following topics

___ On taking the MBTI or the EQi on-line? ___
On how to assess your organizational
Culture? ___ On how to assess your
organizational Value Proposition? ___ On how to
get help in hiring for your organization?

• Any Comments or suggestions for future programs?

James Lynn, Ed.D., LP Lynn Associates