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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 [email protected]