Aim High: 5 Steps to Hiring & Keeping A-Level Talent · Aim High: 5 Steps to Hiring & Keeping...

Aim High: 5 Steps to Hiring & Keeping A-Level Talent

People Are NOT

Your Greatest Asset

The RIGHT People Are

The 20% of your employees

who produce 80% of the results.

What is A-Level talent?

High Performer or High Potential?

High Performer vs. High Potential

High Potential

• Top performer

• Highly competent

• Technically sound

• Enthusiastic & loyal

Ability to grow at least two additional levels

3-5% of the population

High Performer

• Highly competent

• Technically sound

• Enthusiastic & loyal

• Needs growth

Lateral move or one level up in their profession

10% of the population

5 Steps to Hiring & Keeping the Best

1) Recognize A-Level Talent is Unique

2) Hire a Natural

5) Engage by Coaching to Their Strengths

3) Conduct the RIGHT Kind of Interviewing

4) Reference Check the RIGHT way

Recognize that A-Level Talent is Unique

Use of Social Media

Winners

Strugglers

11% gap

9% gap

Involve Your Employees

Source: Flicker CC and Seattle Municipal archives

Social Recruiting – Doing it Right

Remember LinkedIn is getting oversaturated, A-level talent is getting so many In-mails from Recruiters, many are not even responding

Use tools such as Google Analytics to show the ROI of social media

Engage in conversations, it’s not about broadcasting

Take a long-term approach

Social Recruiting – Doing it Right

1. Doing the best work of my life2. Doing work that has an impact

on customers and the world3. Having a great manager4. An opportunity to innovate and

take risks5. An opportunity to learn rapidly

and be challenged6. The opportunity to implement

their ideas7. A choice of projects and

assignments

What A-Level Talent Values

8. A chance to work with the latest technologies and tools

9. Input into their schedule/location10. An opportunity to work with top co-

workers11. The opportunity to make decisions 12. Working in a performance-driven

environment where rewards are based on performance

13. A transparent environment where the needed information and access is readily available

14. Sufficient budget and resources to reach their goals

Source: Dr. John Sullivan

© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.Copyright © 2013 The McQuaig Institute. All rights reserved.

Hiring A Natural

Hiring decisions based on the interview

Interview accuracy

Source: Michigan State University

3 Levels of AssessmentIM

LEVEL 1

• Appearance

• Manner

• Expressiveness

• Interests

• Presence

LEVEL 2

• Knowledge

• Acquired Skills

• Training

• Experience

• Education

• Credentials

(APPEAR TO…) (CAN DO…) (WILL DO…)

LEVELS OF DESCRIPTION

LEVEL 3

• Positive Attitude

• Internal Motivation

• Persistence and Determination

• Mature Character

• Aptitude and Intelligence

• Temperament

Temperament: n. the

tendencies peculiar to an

individual; natural

disposition New American Webster

Temperament

The Big 5 Personality Traits

AnalyticalAccepting Driving Independent

Dominant Sociable Relaxed Compliant

Four Trait Scales

Dominant Sociable Relaxed Compliant

Accepting Analytical Driving Independent

Dominant:

•Goal-oriented

•Takes risks

•Seeks challenge &

recognition

•Competitive

Sociable:

•People-oriented

•Builds relationships

•Trusting

•Empathetic

Relaxed:

•Easy going

•Patient & steady

•Calm & even-paced

•Plans ahead

Compliant:

•Detail-oriented &

thorough

•Organized &

systems-oriented

•Works within

guidelines

Accepting:

•Accommodating

•Team player

•Consensus-seeking

Analytical:

•Work or task-

focused

•Fact-oriented

•Objective & logical

Driving:

•Restless

•High sense of

urgency

•Change oriented

Independent:

•Persistent

•Likes freedom of

action

•Shows initiative

Four Trait Scales

Having a Target

Conduct the RIGHT Kind of Interviewing

Image source: thedailyenglishshow.com

What are your strengths and weaknesses?

Where do you want to be in five years?

Can you work under pressure?

Are you a team player?

How would you handle this situation…

These Questions Will Not Differentiate A-Level Talent

The Wrong Kind of Interviewing for A-Level Talent

… ask for specific examples of how the candidate has demonstrated ajob-related behaviour in the past.

“Tell me about a time…”

Behavioral Interviewing

Tell me about the hardest people decision that you have made in the last year.

Tell me about a process that you improved in your last job.

Tell me about some of the initiatives you have taken to grow your territory over the last year.

Questions to Assess A-Level Talent

SITUATION: What was the situation?

ACTION: What did you do?

RESULT: What was the outcome?

REPORTING: By the way, who were you reporting

to at that time?

PROBES

The Secret to Effective Behavioral Interviewing

Reference Check the RIGHT Way

• Ask candidates early on who they will be providing as references

• Speak to prior managers only

• Link “success stories” to references

Reference Check the RIGHT Way

Engage by Coaching to their Strengths

of employees are not engaged or actively disengaged

Engagement

# of job changes between 18 and 37

of new hires leave within one year

RETENTION STARTS WITH SELECTION

2/3 of employees quit their boss – not the job!

Engagement

5 Steps to Hiring & Keeping the Best

1) Recognize A-Level Talent is Unique

2) Hire a Natural

5) Engage by Coaching to Their Strengths

3) Conduct the RIGHT Kind of Interviewing

4) Reference Check the RIGHT way

Kristen Harcourt

Senior Consultant

The McQuaig Institute

Phone: 1-800-387-5455 Ext. 360

Email: kharcourt@mcquaig.com

Twitter: @kristenharcourt

Website: www.mcquaig.com

The McQuaig System

A simple, accurate talent

assessment tool

Reduce turnover

Increase productivity

Improve hiring manager satisfaction

Test drive McQuaig today at info.McQuaig.com/request-a-demo

Aim High: 5 Steps to Hiring & Keeping A-Level Talent · Aim High: 5 Steps to Hiring & Keeping...

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