by Diana Southall | Apr 9, 2016 | coaching, performance
Many organizations are starting to realize that “prior job experience” is only one element that determines success in a job role. (Especially after we have seen new hires with “tons of experience” be less than stellar performers).
Since 82% of managers are in the wrong job— mid-size and large employers are looking toward other indicators to use for selection, career paths, training and development.
This has led organizational development experts to develop what is called the “competency model” process.
Competencies are a group of skills that make up a “global” trait that someone can apply to many different jobs.
- For example, someone with problem-solving competency might potentially excel as a scientist, consultant, product designer or manager.
- If they also have leadership competencies, then a career path and development to manager might be appropriate.
- If they are results oriented, then perhaps consultant would be a good match.
To hire or promote the person with the highest success potential in a new role, you have to look at the experience as the evidence of a competency strength– “related experience” alone is not enough.
The “best practices” use competency-based interview questions to identify ideal candidates during the selection process, in the evaluation of current employees for job fit and are especially helpful to craft training and development action plans.
In fact, this information is so powerful we build the People Plan model to include detailed behavior-based descriptions of 30 competencies, and include them in every aspect of our coaching model.
Click here to see <a href="http://people-plan check that.com/15-competencies/”>15 key competencies for most jobs — How will you use these?
by Diana Southall | Mar 23, 2016 | coaching, culture
Last week I was speaking with a small business owner who told me “you aren’t telling me anything I don’t know…
but HOW do I get my team working together to grow the business..
HOW do I get out of overwork and overwhelm?”
In a sentence, his firm lacks Accountability.
But what can/ should he do?
To quote an owner who has made this transition: “Knowing doesn’t make the difference.. it is Doing that matters.”
We talk about Accountability as if it is a “thing” that other companies have but we can’t seem to find, an elusive dream, a pink elephant.
Accountability is not something that is “done” to people but a contract between you (as coach) and your team member.
They know the Right Things to do, how and when to do them, what Right looks like, and agree to Get’r Done (said in your best Jeff Foxworthy voice).
It’s a process of being clear, getting people to commit, and then coaching with feedback, re-direction, praise, follow-up and sometimes tough love. It’s the proverbial “holding someone’s feet to the fire” or “inspecting what you expect.”
It’s also important that you have process to setup, agree to and expect Accountability.
The aforementioned owner thought his main problem was “finding better people”– yet a “better employee” will not be much more effective in a team who lacks accountability as a system.
Here are two quick videos from leaders on the accountability front to explain more:
From the Zenger Folkman group’s author Kathleen Stinnett, Accountability Success in Coaching
Great overview from Roger Connors of the Oz Principle: Steps to Accountability- Above the Line and Below the Line
by Diana Southall | Feb 23, 2016 | recruiting
My first experience with recruiting was 1985.
Our family business would run a short ad in the Buffalo News weekend edition and at 9 am Monday morning the phones would literally ring off the hook. Everyone in the office would frantically take down applicant’s names and numbers, and my mother and I would call back each one for a 5-10 minute chat, and then mail an application and wait for them to be returned (via mail).
Fast forward 30 years– how things have changed.
Now applicants want to find out about your job opportunities before they are open, from their social network, apply online in 10 minutes from their smartphone, and get frequent updated communication about the status of their application and next steps.
Can your selection system handle all this?
If not, you will be missing at least 40% of candidates this year. Likely more if you want tech-savvy candidates of any generation…
Quick article to outline the concept “Do You Have a Mobile Recruiting Strategy?”
INFOGRAPHIC that shares statistics of the need for mobile recruiting
Luckily most larger employers aren’t prepared for mobile recruiting – yet– but 90% indicate this is a top priority for 2016.
Passive (employed) candidates are your largest source of applicants- so you need to meet them where they are and make it easy to attract A Players.
by Diana Southall | Jan 12, 2016 | recruiting
Scary statistic– according to the Bureau of Labor Statistics, there are 1.5 unemployed per every 1 job opening.
Now you know why you are getting a trickle of applicants to your job postings, and why you “can’t find good people.”
When the economy really heats up, this situation will be even worse.
So how can a small employer attract and convince top candidates to join your team?
The Answer:
The answer is that you will need to turn your recruiting and selection process into a well-oiled machine.
- Continually source a flood of applicants, appealing to those that are attracted to your culture and opportunities.
- Find and woo the “passive” candidates who are already employed but not “loving it” at their current job.
- And then you need to be super-selective in who you let join your team (remember the rotten apple effect).
The Roadblocks:
Most small business managers dread having to hire someone new…
- It’s time consuming, frustrating trying to find enough qualified applicants, and there is time pressure to fill a role as work piles up.
- You don’t have extra time to spend getting to know your candidates so you rush though the interviews.
- You typically find the “last (wo)man standing” and make an offer. Then you wonder if you are making the best choice.
- Or even worse, the candidate declines the offer and you are back to the beginning. [Ouch!]
The Solution:
Mid-sized and large employers solve this with an ongoing recruiting “funnel” and automated screening and a rigorous selection process, using modern online tools.
- They approach hiring as they do sales…
- They identify the ideal prospect,
- market to them with an Employer Brand and enticing offers,
- and then have a system to decide if there is a good match to work together.
If you want an automated selection process that makes your job roles stand out, here are resources to assist you:
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“Recruiting is a process, not an event. It must be ongoing and continuous. Can you imagine only going after a new customer when you lose an existing one?” Jack Daly
by Diana Southall | Dec 5, 2015 | planning
As another calendar year winds down, many organizations are focused on a strong finish to this year and planning for the next one.
Typically this centers on the financial side of the business.
As you do your year-end de-briefing, why don’t you also ask yourself “What did I enjoy this year? Did I make the impact I expected?”
Certainly we are in business for financial rewards, but I suspect you also want the rewards of feeling accomplished, fun, freedom and flexibility.
Even the business owner deserves to have a role they love, a sense of accomplishment and “work life” balance (not a J.O.B.)
So as you plan for your business next year, why not re-imagine your role?
For myself, I outlined a weekly action plan to create by “best year ever.”
Here is the outline, and the next 5 weeks– if you would like to join me and re-define your role next year.
My 30 day plan for my (your) best year ever:
- Week 1- identify your *“ikigai” – the genius that you bring to the world and that you love to do [see ikigai image above]
- Week 2 –write up your current “job description” and then create your ideal job profile
- Week 3—highlight your delegation wish list — and who you can give to now or train for the future
- Week 4- meet with those “delegatees” and share your ideas for these new duties, if they agree and commit
- Week 5 – develop quarterly training action plans for the people with delegated items (to prevent your excuses above to keep these activities)
- Week 6 and beyond— focus and maximize your time- schedule your important work first, build the habits and track your progress, implement weekly huddles and quarterly action plan meetings
