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Interview Guide

4-Step Guide

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Steps

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.

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 👇

Outcome 1

Outcome 2

Etc...

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."

Efficiency

Honesty

Etc...

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 👇

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Sample Scorecard #1

Mission for

Homiefoo

Outcomes

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.

Publishing weekly Azteca schedules every Thursday

Assist with other tasks

Competencies

Getting things done

High standards

Customer service mentality

Positive attitude

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Sample Scorecard #2

Mission for

Homiefoo

The mission f

Outcomes

Maintain preparation area clean and organized

Make one new flavor recommendation or adjustment every 3 months

Source 2 A players annually

Competencies

Getting things done

High standards

Detail Oriented

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Sample Scorecard #3

Mission for

Homiefoo

Outcomes

Plays well with team members by:

Provide legendary service by:

Maintain product and supplies well stocked

Maintain store clean and organized

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

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.

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.

Constantly on the hunt for A Players

Goal of personally bring 30 people a year from personal and business network

Asks 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

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