Presentation for Retained Search

Presentation for

SEARCH & SELECTION Don’t Hire the Best Candidate

Sept. 2009

Why are some people more talented or why do some people have more talents than others?Why do people think differently?

What Makes us Tick?

Gallup solicited opinions from top business people about search and selection………… Four common statements were made;

▪ People don’t change much▪ Don’t waste time trying to put in what was

left out▪ Try to draw out what was left in▪ That is hard enough

Don’t send a duck to eagle school

Skills, Knowledge, Talent

Skills, Knowledge, Talent You can train for skills You can test or interview for motivation (IML

interview guide) How do you verify talents Remember you cannot train for talent, you can

only select for talent

Talent is the recurring pattern of thought, feeling, or behaviour that can be productively applied

Being talented means that you are using that/those talents in your job.

Our Process

Our process identifies the talents needed for your specific position

We map those skills to the next generation of behavioural questioning

We map the position to similar characteristics of successful people

Then we match the profiles of your company and the potential employee

Hire what you need, not what you can

find!

Single Talent Employees in

Commodity Jobs

Multi Talented & Hard to find Professionals

Sr. Leaders

& Executive

Team Strength

Critical Hires

Game Changers

Thinking

Striving

Relating

Approximately fifty (50) talents fall under these Categories.

As an example we will demonstrate Innate Thinking. The next few slides will help to show if you have innate thinking.

Approximately fifty (50) talents fall under these Categories.

As an example we will demonstrate Innate Thinking. The next few slides will help to show if you have innate thinking.

Can you find the arrow in this logo?

MILL1ON

Find the phrase buried in this word

Here is how to solve these puzzles1. Find the part that is out of place2. Identify where it is in relation to the rest of

the phrase3. Solve the puzzle

MILL1ON

One in a million

GR CEA

GR CEA

A fall from grace

CCCCCCC

One More

CCCCCCC

One More

Sail over the seven sea’s

But1. Thought 2. Thought

But1. Thought 2. Thought

But on second thought

If you want the most talented people working for you

And you can’t train for talentHow do you identify it?

THE IML DIFFERENCE

Performance ProfilesTalent-Centric SourcingEvidence Based Interviewing Integrated Recruiting

Action verbs

Time related

Result driven

Preparing the Performance Profile 6 – 8 performance Objectives

Create an EVP Why would a top person want this job? What are the growth opportunities? Why is it better than competing jobs? What will the person learn, do, become?

Talent Centric Sourcing

Use advanced marketing and networking concepts to find top people

Web 2.0 Social networking Niche sites Microsites On-line Communities The new generation of job-descriptions “The phone is the new newspaper”

Write a compelling ad that focuses on the EVP

Create a word picture Differentiate yourself from other

similar ads Be creative

IML Interviews are geared to identifying talent

Each managers goal is to turn each employee’s talent into performance

There are 4 keys1. Select for talent2. Define the right outcomes3. Focus on strength4. Find the right fit

1. Make sure that the talent interview stands on its own

a. There are 2 core question that must be asked in each interview

b. But it is not just a matter of asking them. They must be set up in relation to the required skills

2. Ask a few open ended questions3. Listen for specifics

1. Rapid Learning2. Satisfaction

Know the correct answer as given by successful people Know how your best employee would

answer it Keep track of all answers to this question

and compare with your hires to see who worked out and who excelled

The 10 factor Assessment

Standardized rating that allows for a marking system

Do not hire anyone who does not score higher than a 3 out of 5 average

When selecting someone – select for talent...not simply for competency, or team skills

When setting expectations, define the right outcomes.....not the right steps

When motivating someone, focus on strengths......not on weaknesses

When developing someone, help him/her find the right fit..............not simply the next rung in the ladder

1. How would you describe success in your current role? Can you measure it?

2. What do you actually do that makes you as good as you are? What does this tell you about your skills, knowledge, talents?

3. Which part of your current role do you enjoy the most? Why?

4. Which part of your current role are you struggling with? What does this tell you about your skills, knowledge, talents? What can you do to manage around this? Training, Positioning, support system, partnering

5. What would be the perfect role for you? Imaging you are in that role. It’s 3pm on a Thursday. What are you doing? Why would you like it so much?

Finally

Don’t hire the best candidate!

Hire the best EMPLOYEE

Thanks for your time

For more information on how the team at Ian Martin Limited can help, please call me at;

Derek Millar   Regional ManagerIan Martin Limited

800-567-9675905-815-1600 x2232millar@ianmartin.com