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Scorecard a document that describes exactly what you want a person to accomplish in a role.Source- Systematic sourcing before you have slots to fill ensures you have high-quality candidates waiting when you need them.Select- Selecting talent in the A method involves a series of structured interviews that allow you to gather the relevant facts about a person so you can rate your scorecard and make informed decisions.Sell- Selling the right way to the people you want on your team ensures you avoid the biggest pitfalls that cause the very people you want the most to take their talents elsewhere.
Outcome 1Outcome 2Etc...
EfficiencyHonestyEtc...
Hiring - follow ghSmart hiring system to help us hire and maintain A players
Answer customer and candidate questions with the highest level of courtesy possible
Help grow Facebook and Instagram following by the end of 2020. Helping our customers see our vision.
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Maintain preparation area clean and organizedMake one new flavor recommendation or adjustment every 3 monthsSource 2 A players annually
Plays well with team members by:Provide legendary service by:
Maintain product and supplies well stocked Maintain store clean and organized
Traditional- a vacancy opens up in a manager's division, and the manager panics. He has no idea how he is going to fill the spot, so he calls HR. HR asks for a job description, which he copies from an old one he finds and submits to the HR team to post. He will then interview candidates that apply and hire one of them. Think about how passive such an approach is. It relies on finding people in "talent pools" at particular points of need. Yet we all know that talent pools grow stagnant. Most A Players are happy where they are.Ads- The overwhelming evidence from our field interviews is that ads are a good way to generate a tidal wave of resumes, but lousy way to generate the right flow of candidates.
Constantly on the hunt for A PlayersGoal of personally bring 30 people a year from personal and business networkAsks this simple, powerful question: Who are the most talented people you know that I should hire? He will then create a list and call a couple of people from his list every week
Get out of the habit of passively witnessing how somebody acts during an interview as the time span is too limited to reliably predict anything useful. If not, you will end up basing your decision on how somebody acts during a few minutes of a certain day. Collect facts and data about somebody's performance track record. Trust your gut to pass on candidates. Don't trust your to hire. There have been volumes written about how the first five minutes of an interview are what really matters, describing how interviewers make initial assessments and spend the rest of the interview working to confirm those assessments.
Fit ties together with the company's vision, needs, and culture with the candidate's goals, strengths, and values. "Here is where we are going as a company. Here is where you fit in."Family takes into account the broader trauma of changing jobs. "What can we do to make this change as easy as possible for your family?"Freedom is the autonomy the candidate will have to make his or her own decisions. "I will give you ample freedom to make decisions, and I will not micromanage you."Fortune reflects the stability of your company and the overall financial upside. "If you accomplish your objectives, you will likely make (compensation amount) over the next five years. Fun describes the work environment and personal relationships the candidate will make. "We like to have a lot of fun around here. I think you will find this is a culture you will really enjoy."
When you sourceWhen you interviewThe time between your offer and the candidate's acceptanceThe time between the candidate's acceptance and his or her first dayThe new hire's first one hundred days on the job
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4-Step Guide
Steps
Scorecard
Hiring is situational, no situation is entirely replicable. You are going to need different types of leaders at different phases of the organization. - Neville Isdell, chairman and former CEO of Coca Cola. -Who
Get the best referrals by being excruciatingly specific in describing what you are looking for. - Work Rules
Step 1: Write the role's mission statements
Success comes from having the right person in the right job at the right time with the right skill set for the business problem that exists. - Nick Chabraja, CEO of General Dynamics
This is the essence of the job. It is an executive summary of the job's core purpose. It boils down to its essence so everybody understands why you need to hire someone into the slot. Write in simple, plain English. Don't hire the generalist, hire the specialist. Look for narrow, deep competencies.
Write the job's mission statement here 👇
[mission statement]
Step 2: List role outcomes
Define what must get done. Typically 3 to 8 outcomes, ranked by order of importance.
So the first question is, what is this role all about right now? List the outcomes below 👇
Step 3: List required competencies
Identify 5-8 role-based competencies 👇 that describe the behaviors someone must demonstrate to achieve the outcomes. You'll include those on every performance scorecard in the future. For example, "Competencies include efficiency, honesty, high standards, and customer service mentality."
Step 4: Create a scorecard to ensure alignment
Combine the mission, outcomes, and competencies into a scorecard. Pressure-test your scorecard by comparing it with the business plan and scorecards of the people who will interface with the role. Ensure that there is consistency and alignment. Then share the scorecard with relevant parties, including peers and recruiters.
I've included some sample scorecards below to illustrate how this might look in your company 👇
Sample Scorecard #1
Mission for
Homiefoo
Outcomes
Competencies
Getting things done
High standards
Customer service mentality
Positive attitude
Sample Scorecard #2
Mission for
Homiefoo
The mission f
Outcomes
Competencies
Getting things done
High standards
Detail Oriented
Sample Scorecard #3
Mission for
Homiefoo
Outcomes
Competencies
Team Mentality
Unusually high customer service oriented
Getting things done
High standards
Coachable with ego in check
Sourcing
A-Player Sourcing Methods
"CEO's of billion-dollar companies that we interviewed for this book (Who Interview) recognize recruitment as one of their most important jobs. It is not a one time event, or something they do only every now and then. They are always sourcing, always on the lookout for new talent. This ensures you have high-quality candidates waiting when you need them."
We source for A Players who by definition are candidates who have at least a 90 percent chance of achieving a set of outcomes that only the top 10 percent of possible candidates could achieve.
Sourcing methods to re-think
Tip #1: Ask your personal and professional network
"The number one method of sourcing candidates is to ask for referrals from your personal and professional networks."
Make recruiting part of everyone's job. - Work Rules Offer incentives and add sourcing A players to your people's scorecard.
77% of industry leaders, without any prompting from us, cited referrals as their top technique for generating a flow of the right candidates for their business. Yet, among average managers it is the least often practiced approach to sourcing.
Ways to source your personal and professional network
Outside Referrals
Patrick Ryan, who grew Aon Corporation from a start-up in 1964 to a $13 billion company has a very simple strategy for hunting new talent.
In-house Referrals
Selim Bassoul, the CEO of Middleby Corporation, told us that employee referrals became our number-one recruiting technique. After all, who knows your needs and culture better than the people who are already working for you? "We told employees, 'If you spot somebody like us, at a customer, at a supplier, or at a competitor, we want to hire them.' That became very successful. Employees referred 85 percent of our new hires!" he said.
Paul Tudor, founder of Tudor Investment Corporation, has made in-house referrals a key part not only of our staffing policies but also of promotions. Principals have to source three candidates who can pass a phone screen by our CEO to earn eligibility for a promotion to partner.
Add sourcing to your scorecards. Try something along the lines of, "Source [number] A Player candidates per year." Then reward the effort by providing financial or other incentive such as extra vacation time.
The greatest benefit of in-house sourcing, though may be how it alters the mind-set throughout an enterprise. By turning your people into talent spotters, everyone starts viewing the business through a who lens, not just a what one.
Tip #2: Hire an external recruiter
65% of our top performers use outside recruiters, but they can only do so much if you don't expose them to the inner culture and workings of your business. Think of recruiters much the way you would think of a doctor or a financial advisor. The more you keep them in the dark about who you are, what's wrong, and what you really need, the less effective they will be.
Ed Evans, the SVP of human resources for Allied Waste, the $6 billion waste management company, has experienced a wide variety of performance levels throughout his career. "You have to treat them like partners. Give them enough of a peek under the kimono so they really understand who you are as a firm and as a person. Recruiters who do not understand who you are will be counterproductive."
Tip # 3: Attend Events
We () have found much success sourcing at events we attend as a company. We carry our culture and mission everywhere we go and naturally attract individuals who identify with us. As stated above, ABS, always be sourcing.
HLA
Tip #4: Talk to customers
Customers are great as they already know what you are all about and continuously choose to do business with you. Some want to take a bigger role of the journey you are on.
Tip #5: Create a sourcing system
"Sourcing talent through these proven practices is easy. The challenge is less a matter of knowing what to do than of putting a system in place to manage the process and having the discipline to follow through."
This is great advice for many aspects of our life. Make it a priority to keep a list of potential A Players and reach out to them regularly.
Sample Interaction for HLA
The key to effective sourcing to be constantly be on the look out for talent. Ask great people you encounter in your everyday interactions to join our team. Here are some examples of conversations we've found work for us 👇
Team member
Example, "Hey, I work at HLA, we have the best Mexican desserts and are always looking for great people like yourself. Here is my boss' card, call him or shoot him a text. Let him know YOUR NAME referred you." OR if they give you their number, the boss will reach out.
Hiring manager
The manager interaction with the candidate will go something like this:
"Team member recommended that you and I connect. I understand 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 career interests."
*One more thing!! Assuming you were even moderately impressed with what you heard, be sure to ask the key follow-up question: "Now that you know a little about me, who are the most talented people you know who might be a good fit for my company?"*
Select
Interview advice
The ghSmart method assures that the best way to select A Players is through a series of four interviews that build on each other. Collectively, these interviews provide the facts you need to rate a person against the scorecard you have developed for the role. The A Players you want will be those who have a track record that matches your needs, competencies that align with your culture and the role, and plenty of passion to do the job you envision.
A couple of interviewing tips before moving ahead:
gut
The four interview are:
Screening-Interview_suenj
Who-Interview_suH6g
Focused-Interview_suFYy
Reference-Interview_su8eP
Getting Curious: What, How, Tell me more
All the questions in the following interviews are simple to remember and easy to administer. But unless you follow up on the primary questions, you won't get all the answers you need.
Use the to dig deeper. Here's how it works. After the candidate answers a primary question, get curious by asking a follow up questions that begins with "what," "how," or "tell me more." Keep using this framework until you are clear about what the person is really saying.
Getting-Curious-Method_sunJV
Sell
The Top Five Ways to Seal the Deal
Most managers fail to sell a candidate.
Imagine putting all of that work into finding the perfect candidate and then losing them in the eleventh hour! Imagine the frustration, the embarrassment, the anxiety. Your work is never really finished, selling the job and ensuring the individual is happy is an ongoing process. Candidates tend to care about five things, so make sure to address each one. they are as follows:
Selling Fit
By far the most important. The best candidates are looking for places they can be A Players. The better the fit, the higher the likelihood of success. Fit means showing the candidate how his or her goals, talents, and values fit into your vision, strategy, and culture. People want to make an impact in the world. They want to be needed.
Alec Gores uses this approach with every hire. "I tell them the vision and where we are heading, and they get excited," he said. "They have to understand the vision. they have to become part of the formula. We are all in the same boat."
Gabriel Echavarria, chairman and director of Consejo Corporation, goes about it in this way. "The first thing you have to do is talk to them about the company. You have to sell the company and the vision of the company and the potential of the company. Nobody who is worth anything is going to go into a company where they don't see real potential with a company and a strong fit with their goals and abilities. The most valuable commodity they have is their time." He will then walk around with them and tells them more, "Our corporate culture is Loki. It is a family company, not a public company. We have a high appreciation for values. we don't like people who are too ostentatious or too self-sufficient. We are multinational, so we need people who can adapt to foreign cultures and our company culture."
Selling Family
Echavaria also makes a point of personally welcoming the spouses and children of candidates. "We have a whole part of our process that is dedicated to showing the families around, sightseeing, and having dinners - really making them feel at home. That's one way we are able to sell the best candidates on making a career shift."
Ask your candidate, "How is your wife / husband feeling about this? How excited are your kids to live in Denver?" Take a real interest in the family and whenever possible invite them over to explore the office. Sometimes showing the love works out but not always. Time and time again, we have seen A Players from managers to CEO's showered with gifts and attention only to drop out of the process because their families were not on board. So important is the family in the decision-making process that Greg Alexander, the CEO of Sales Benchmark Index, advocates concentrating your attention there in this last stage, not the candidate.
"When hiring for small companies, the person who needs to be sold is never the candidate. The candidate would not be there if he were not sold. Focus on selling the spouse, children, parents, friends of the candidate. They will have a much greater role in the decision for these types of situations. the candidate will look to them for the tough call. Better have them in your camp, or you won't get the candidate."
A word of caution as you contemplate all this: be sincere. The five F's aren't tools for manipulating people. They are areas on which you will want to focus deep and honest attention now that you have come to the end of the recruiting process.
Selling Freedom
A Players have never liked being micromanaged. It runs against their grain- inherent characteristics that make them standouts in the first place. That's even more true of Gen- and Gen-Y A Players. They are looking for positions where they will be left alone to excel. This of course scared some executives because it makes them feel like they are giving up control. This is one of the great paradoxes of management. In reality, great leaders gain more control by ceding control to their A Players.
George Buckley of 3M grants freedom by building trust with his employees. "A lot of CEOs think the role of the CEO is to be aloof, like a judge in a courtroom," he told us. "But the role of the CEO is to inspire people, and you cannot inspire people unless you get to know them and them you. Don't cut corners on that. It takes energy. CEO's are sometimes afraid to be real people. If you want to extract as much value as possible out of somebody in an organization, you have to let them be themselves. Maybe they talk too much. Maybe they are awkward in front of others. Nobody is perfect. It is not about immediate competency; it's about confidence that builds that competency. If you know that I am confident in you, you are likely to take more risks, to work a little harder, because you know that I am not going to take your head off if something doesn't work perfectly. That builds competence. Extend the hand of trust. And occasionally extend the hand of friendship."
Stacy Schusterman builds trust with her A Player candidates by encouraging them to evaluate her as a manager. "If they are going to be a senior person, they are going to want a higher degree of autonomy. I encourage the candidate to do reference checks on me so they can understand how I work with people." Nothing sells freedom more than giving candidates free access to the people around you so they can ask whatever they want about your style.
Selling Fortune
If nothing else seems to be working, you can always throw money at a hire, right? Actually, wrong.
Research shows that while money can be a disincentive if it is too low or not linked to performance, it rarely is the key motivator. A raise given today is usually forgotten by tomorrow. Sure, money is an important piece of the package, but it never stands alone. "If all you have to sell is compensation, that is not good." CEO of Honeywell Aerospace told us.
Allstate chairman Ed Liddy's advice, like so many others we spoke to, was to "pay people on a performance basis." He added, "That gets you good people, people who believe in themselves." This may mean you end up paying your best performers a lot more than you average ones. And thats ok, just have the data to back it up when either side asks about the difference.
Selling Fun
We spend more than a third of our time, and probably better than half our waking time, at work. We might as well have fun while we are doing it. What "fun" means, of course, is closely tied to corporate culture. We've visited start-ups where you are tempted to think you've walked into a rec center. We've also been in financial institutions where fun might mean wearing a two-piece suit instead of a three piece one.
Be sure your definition of fun and your candidates match.
The Five Waves
Selling a would-be hire is a matter of understanding which of the five F's really matter to a candidate and focusing attention on those levers to overcome a candidate's concerns. But when do you sell? You should be selling throughout the entire process. Below are the five waves:
Source
Mark Stone put it well when he said, "You sell from the moment you start the whole hiring process. It starts with understanding where somebody is with their interests. It helps you spot where their hooks are, but to spot the hooks, you have to listen. 'Where are you today? What is it you are really seeking?' "
Interview
When they are asking you questions towards the end of the interview is when you put your sales hat, assuming you still see potential in the candidate. Let's say, for example you're interviewing a candidate for a curator's job at an art museum, and at the end, she asks whether the museum fully funds continuing education for its employees. Now you know two things: (1) she is interested in improving her weak spots and enhancing her expertise, and (2) the more attractive your continuing education opportunities - not just degree programs, say, but travel as well - the better the likelihood she will say yes if you ultimately decide to extend an offer.
After making offer and before their acceptance
Too often, managers back away at this point, on the mistaken notion that prospective hires "need time to think about it". They might well need time, but this is likely to have been a prolonged courtship. Backing too far away at this point can feel a lot like a cold shoulder. Instead of putting people in the deep freeze, assume they have received an attractive counteroffer form their current employer and are considering other options at the same time. These are A Players, after all. Silence is your worst enemy at this stage. Stay in point with them on a regular basis. Pinpoint their concerns using the five F's as your guide. Occasionally you will turn the candidate off by being too ardent a suitor, but our experience has been that managers undersell far more often than they oversell.
After accepting and before first day
The goal, of course, is to try to get a candidate to say yes as quickly as possible, but don't assume that getting there is the end of the chase. Candidates still have time to get cold feet and back out. They still have counteroffers and competing offers on the table.
We suggest celebrating their acceptance by sending something meaningful, such as flowers, balloons, or a gift certificate. Make a splash. Continue to stay in touch. Keep listening for concerns related to the five F's and address them as soon as they come up.
First One Hundred Days
Research shows an alarming failure rate among new hires in the first one hundred days. People get buyer's remorse during these early months and are tempted to cut their losses. You can mitigate that risk by investing in a strong on-boarding program. That entails more than a welcome lunch and a short orientation given by the HR department.
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