The%20Crowley%20Group

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Making Selection Work

• GNHRA
• April 11, 2006

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Yikes!

• 16 - 40 execs resign or get fired
• 30 - 35 fail
• 25 under-perform
• 77 go home early on Day 1
• 6.2 months until an new employee starts to create
  value

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Bizarre, but true

• Worked for a great leader
• Worked for a great company
• Already a ..
• Reminds me of me

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Our focus

• What do you need to know?
• How to find out?
• How to maximize results?

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What do you need to know?

• Specifics!
• Job requirements

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BARS Customer ServiceA concern for prompt,
efficient, and personalized service to clients
and a willingness to go out of ones way to
ensure that individual customer needs are met.

• Exceeds Expected Levels
• 5. Treats all customers with high amounts of
  respect and courtesy.
• 4. Listens to customers to figure out what
  drives them (e.g., motivated by safety, profit,
  personal reason) and uses these hot buttons to
  structure deals to meet their needs.
• Meets Expected Levels
• 3. Schedules regular appointments with
  customers to inquire about their needs for
  services.
• 2. Rarely visits customers sites to maintain
  contact with key decision-makers.
• Fails to Meet Expected Levels
• 1. Acts rudely towards customers by belittling
  their questions.
• Rating ? ? ? ? ?
• Explanation for Rating

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What do you need to know?

• Specifics!
• Job requirements
• Candidate requirements
• Technical skills
• Interpersonal skills
• Intrapersonal skills
• Organizational skills

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Executive Intelligence

• Regarding tasks
• Define and prioritize elements of a problem
• Anticipate plan around obstacles
• Critically examine underlying assumptions
• Articulate strengths weaknesses of ideas
• Recognize what else they need to know how to
  get the information
• Identify the splash

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Executive Intelligence

• Regarding people
• Recognize conclusions from conversations
• Spot underlying agendas and motivations
• Anticipate reactions to communications
• Identify core issues and POV in a conflict
• Identify positive outcomes and the splash
• Identify and balance needs of various
  stakeholders

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Executive Intelligence

• Regarding themselves
• Pursue feedback and adjust
• Recognize biases limitations and use to improve
  action plans
• Take responsibility for own mistakes
• Identify weaknesses in others arguments
  reinforce strengths in ones own
• Know when to resist objections stay the course

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How to find out?

• Past Behavior interview questions (PBI)
• Describe an actual experience
• Really?

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Are these behavioral questions?

1. Are you an introvert or an extrovert?
2. How important is it to follow the rules?
3. What do you do about getting feedback?
4. What values are important in the workplace?
5. What is your problem-solving style?
6. How do you handle conflict?

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How to find out?

• Behavioral interview questions
• Case studies

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Create a case concerning

• Employee communications during MA
• Outsourcing
• Accounting scandal
• Responding to a whistle-blower

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How to find out?

• Use interview teams
• Divide the territory
• Experienced interviewers
• Include subordinates and customers
• External hires consensus
• Internal hires consultative or consensus
• Board involvement increases failure rate

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How to maximize results?

• On-boarding
• first few days
• effective hand-off from recruiter to manager
• access to the equipment they need
• smooth administrative processes
• first few months
• integrate them into the organization
• make them feel part of the team
• part of its success as soon as possible

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Culture How we do things here

• A learned set of assumptions
• based on a groups shared history,
• that come to be shared and unconscious,
• and are demonstrated at different levels

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Digging Through the Levels of Corporate Cultural

• Artifacts
• Communicated values
• Shared underlying assumptions

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Artifacts - seen, heard, felt

• Tangible
• Physical environment
• Language
• Technology
• Products
• Decor

• Clothing
• Address
• Emotion
• Stories
• Published statements
• Rituals ceremonies

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Top 10 Making Selection Work

• 1. Make no assumptions.
• 2. Select for intelligence and skills.
• 3. The managers accountable for the right
  start.
• 4. Invest in getting the new hire settled in
  productively.
• 5. Cover all the territory with the right
  interviewing team.
• 6. Videotape of candidates success.
• 7. Seek consistent candidate requirements.
• 8. Get agreement on job requirements.
• 9. Recruit beyond your own network.
• 10. Dont just hire your friends.

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Complimentary Newsletter Article

• Navigating Change
• Making Selection Work
• Business card or email
• Elaine_at_TheCrowleyGroup.com

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About Elaine Crowley

• In her 25 year career, she has served
  as VP, HR/OD on 3 executive teams and consulted
  to over 60 leading organizations in both the
  private and public sectors. Elaine writes
  frequently on management and leadership topics,
  and is completing her fourth book, this one on
  the most effective executive coaching techniques.
  She holds an M.Ed. In Psychology.
• Elaine and her colleagues partner with you
  as you navigate change.
• The Crowley Group develops leaders, teams
  and organizations by
• Executive Coaching
• Team building and Change Management
• Facilitation and Mediation
• Custom workshops with follow-up coaching
• Building commitment by aligning staff with
  strategy
• MA launches
• 
  1001 Marina Drive, Suite 107 Marina
  Bay MA 02171
• Elaine_at_TheCrowleyGroup.com
  617-471-1800