Outcomes - OKRS 3-5 main
P30 - Critical competencies for A players
Honesty and integrity
Organization and planning
Follow through on commitments
Attention to detail
Ability to hire A players
Ability to develop people
Calm under pressure
Openness to criticism and ideas
Ego under control
not evaluating cultural fit is one of the biggest readons for hiring mistakes
what adjective would you use to describe our culture?
transalte your culture and values into a series of competencies that matter for every job
Be clear about the type of peaople you are looking for
Scorecards are the guardians of your culture
Scorecards begin with your strategy
***beat your competitors by focusing on great service
Monitor employee progress over time
objectify your annual review system
Allow you to rate your team annually as part of a talent review process
Linking our business plan to peoples jobs
its all about specific skill set you need when you need it
decide on a few competencies that really matter
P44: how to crate a scorecard
Mission for "customer service"
Outcomes: three to eight objective outcomes
Competencies: role based
Ensure alignment & communicate: compare with business plan
Source: generating a flow of a players
Of all the ways to source candidates, the number one method is to ask for referrals from your personal and professional networks
constantly on the hunt for talented people to bring into the company
'Who are the most talented people you know that i should hire?
Talented people know talented people
Who are the most talented people you know that I should hire?
Ask your customers for the names of the most talented salespeople who call on them.
Ask your business partners who they think are the most effective business developers.
who knows your needs and culture better than the people already working for you
Source three candidates who can pass a phone screen
**Internal sourcing scorecard - source x number of A player candidates per year - then reward those who achieve or exceed the goal
Rewards up to $5000 if the company hires somebody the deputy sourced
P56 - Arowana advisory board stock provided
**hiring researches to augment your sourcing efforts - identify names for your internal recruiting team or managers to pursue
Orient recruiting researchers to your culture, business needs, management style and preferences,
**Sue recommended that you and I connect. I understand that you are great at what you do. I am always on the lookout for talented people and would love the chance to get to know you. Even if you are perfectly content in your current job, I’d love to introduce myself and hear about your a career interests.
**now that you know a little about me, who are the most telented people you know who might be a good fit for my company?
**How to source
- referrals from your professional and personal networks
- Referrals from your employees
- Deputising friends of the firm
- Hiring recruiters
- Hiring researchers
- Sourcing systems
Select - the four interviews for spotting a players
A series of four interviews
use the time to collect facts and data about somebody’s performance track record that spans decades
the four interviews are:
the screening interview
the who interview
the focussed interview
the reference interview
the screening interview
short phone base interview designed to clear out B & C players
eliminate peoplw who are inappropriate for the role as soon as possible
conduct by phone and takes no more than 30 minutes
**P70 - Interview guide
what are your career goals
share career goals that match your company needs. Talented people know what they want and are not afraid to tell you about it.
you also want them to speak with passion and energy about topics that are aligned with the Role
what are you really good at professionally
Push candidates to tell you 8-12 positives so you can build a complete picture of their professional aptitude. Ask for examples (For context)
If you see a major gap between someones strengths and the scorecard, screen that person out
what are you not good at or not interested in doing professionally
use the fear of the reference check - what do you think they will say are some things you are not good at Or not interested in?
you need to identify at least 5-8 areas where a person falls short, lacks interest, or doesn’t want to operate
who were your last five bosses and how will they each rate your performance on a 1-10 scale when we talk to them?
What makes you think they will rate you a 7?
you are looking for lots of 8,9,10 - 7 neutral and 6s and below actually bad
Set the call up at the start with:
I’m looking forward to our time together, here’s what I’d like to do. I’d like to spend the first 20 minutes getting to know you, after that I’m happy to answer any questions you have so you can get to know us?
Now you can launch into your screening questions
P74 - how to collapse the call or get more information
Do this persons strengths match the scorecard?
Are the weaknesses manageable
What, how, tell me more
gut feel and instinct should be used in determining who not to hire
Who interview guideline P82->
- What were you hired to do?
- discover their scorecard, goals and targets, how was their success measured?
- what was their mission and key outcomes?
- What accomplishments are you most proud of?
- discussion around peaks of a persons career
- accomplishments that match your scorecard are most desirable
- when accomplishments lack correlation to the expectation of the job
- a players talk about outcomes, b & c talk about events, people they met, aspects they liked without ever getting into results
- What were some low points during that job
- what really went wrong?
- what was your biggest mistake
- what would you gave done differently?
- what part of the job did you not like?
- in what ways were your peers stronger than you?
- Who were the people you worked with, Specifically? - (TORC threat of reference check)
- What was your bosses name and how do you spell that? (forcing them to spell sends a message)
- What was it like working with him/her? What will he/she tell me were your biggest strengths and areas for improvement?
- How would you rate the team you inherited on an ABC scale? What changes did you make? Did you hire anybody, fire anybody? how would you rate the team when you left on an ABC scale?
- Why did you leave that job?
- We’re the candidates promoted, recruited or fired
- were they taking the next step or running from something
- how did they feel about it?
- how did their boss react to the news
- find out why
Boards make mistakes when they dont take the time to learn about the story about the person
the who interview is a chrononological walk through of a persons career
Divide a persons career into chapters
each chapter could be a job or a group of jobs that span 3-5 years
then ask five questions for each of the eight chapters
start with the earliest then move forward - as ther career unfolded
who interview - three hours or 90 minute for entry level roles
conduct the interview with a colleague
one person ask questions while the other takes notes
start with setting expectations - p93
Master tactic - interrupting
Interrupt once every three or four minutes to keep the candidate on course
im really excited to hear more about such and such approach works best that’s the shut you up approach
Use the three P’s
questions you can use to clarify how valuable an accomplishment was in any context
- how did your performance compare to the previous years performance?
- How did your performance compare to the plan?
- How did your performance compare to that of your peers?
Push versus pull
people who perform well are generally pulled to greater opportunities
people who perform poorly are often pushed out of their jobs
do not hire anybody who has been pushed out of 20% or more of their jobs
Ask =, why did you leave that job?
push - it was mutual, it was time for me to leave, my boss and I were not getting along
pull - my biggest client hired me, my old boss recruited me to a bigger job
painting a picture
you always try to put yourself in someone else’s shoes. What happened in your last job? Why did that not work out, you are trying to put yourself in their shoes to understand how and why they are making decisions and handling problems
stopping and the stop signs
watch for shifts in body language and other inconsistencies
the biggest indicator is when you hear inconsistencies
get curious when you hear this and find out exactly how great they actually did
The focussed interview P100
focussed interviews allow you to gather additional, specific information about your candidate
these interviews offer a chance to involve other team members directly in the hiring process
It is focussed on the outcomes and competencies of the scorecard
what how tell me more
keep asking until you understand what the person did and how she did it
be sure to include competencies and outcomes that go beyond the specifics of the job to embrace the larger values of the company
fastmoving, aggressive company, results oriengaged, work toward continIOU’s improvement, customers and products matter first and foremost.
one cultural fit interview for every candidate
after the who interview, ensure people are capable and able to thrive in the environment of
**page 104 goes through the interview day process
the reference interview - testing what you learned
three things to do to have successful reference interviews
pick the right references
ask the candidate to contact the references to setup the call
conduct the right number of reference interviews
interview three past bosses, two peers or customers and two subordinates
refernce interview questions page 107 (same as screening interview questions)
what, how tell me more questions for context - framework for clarifying responses
the best way to learn about a ceo is not to talk to their boses but their subordinates
you want To get down two or three levels
if they just confirm dates of employment, this is a bad sign - if someone really thinks that person is good, they are going to do more than that
if the statements are red flags
ask when confronted with ups and ers - what do they mean etc
faint praise in interviews is daring praise
you want 90% or better chance on your scorecard versus skills p 114 and p115
red flags - candidate Dow’s not mention past failures
takes credit for others work
speaks poorly of past bosses
cannot explain job moves
pople most important to the candidate are unsupportive of change
candidate has never had to hire or fire
candidate is more interested in compensation and benefits than the job itself
candiate tries too hard to look like an expert
candidate is self absorbed
P121 - how to select an A player
five ways to seal the deal and get over the line
put yourself in his or her shoes
fit, family, freedom, fortune, fun
ties together the companies vision, needs and culture with the candidates goals strenights and values - here is where the company is going and this is how you fit in
what can we do to make this as easy as possible for your family?
is the autonomy of the candidate to make their own decisions and I will not micromanage you
reflects the stability of your company
if you accomplish your objectives, you will make x over the next 5 years
describes the work environment and the personal relationships you will make
The better the fit the higher the chances of success
fit means showing your candidate how his or her goals, talents and values fit into your vision, strategy and culture
Show that you are as concerned with the fit for them as you are in the fit for you
goals strengths and values of its recruits
focus on selling the spouse, children and friends of the candidate
demonstrating how A candidate would be rewarded if he or she joined your company
***Pay people on a performance basis
Link it against the scorecard
**define the scorecard for Sean - OKRS define from company - then we can talk to these points
Page 44 - Mission - outcomes - competencies - ensure alignment and communicated
Small improvements for contractors - EGPR KPIS, Waheed, Ana Holt
Thinking big, developing the business
What concerns do they have?
Software access - email, Slite, Monday.com
Great leaders are persistent
Screening interview/who interview/Focussed interview/reference interview/Skill will bulls eye
Youve got to do whatever it takes when you are sure you have identified the right person
**Lookup paragraph structure subject and predicate - supporting points
How to install the a mehod for hiring in your company
- make people your top priority
- follow the a method yourself
- build support among your executive team
- Cast a clear vision for the organisation and reinforce it through every communication with he broader team
- Train your team on best practices
- Remove barriers that imode success
- Implement new policies tha support change.
- no scorecard, no job requisition
- Recognise and reward those who use the a method and achieve results
- Remove manager who are not on board
- Celebrate wins and plan for more change
Learned to accept coaching -
Develop the key leadership skill o picking a players
gain a thorough understanding of hiring issues before you begin
standardization of the hiring process
use he she or they
An a player is someone who accomplishes the goals on the scorecard
An a player is not an all round athlete
An A player is someone who accomplishes the outcomes you define in a manner consistent with your culture and values
A players get the job done while embracing the culture
A players can do the work well together because each understands and is selected for a unique role in the broader context of the team
the scorecards changes the hire you climb in an organization
what got you promoted one rank wont necessarily get you promoted to the next
Build scorecards for each role by reviewing the strategy for each business unit and its implications on each position for today and especially for two to three years out
Not everyone has to be good at everything, they just have to be good at one thing
***To figure out he scorecard for what matters in the job, just think about what success looks like for the role and how you could measure it through metrics or observations
Finished book - yay