Who (Hiring)
From earlier notes:
Notes from the book
General
- Bar: 90 percent confidence that the person can do the job that only 10 percent of candidates could do
- Four steps to the hire
- Scorecard
- Sourcing
- Selecting
- Selling
- Scorecard - define clearly what success looks like - Mission - exec summary to clarify need - Outcomes - Specific achievable things - ==Competencies - what’s needed to achieve those things == - Evaluating - what really matters - Heinz: Chemistry, commitment, coachable, ego in check, intellect
[!note]+ Others
- ==Can generate penetrating insights==
- High standards
- Efficiency of output
- Integrity
- Earns trust and maintains confidence
- Organization and planning
- Speaks plainly
- Moves quickly, aggressive
- Lives up to commitments
- Learns quickly
- Proficiently learns new
- Analytical skills to process and draw insights from data
- Attention to detail - won’t let things slip
- Tenacity, willingness to go the distance
- Brings new ideas
- Proactivity
- Coaching
- Adjusts quickly to new condition s
- Calm under pressure
- Strategic thinking and communication
- Creativity and innovation
- Enthusiasm
- Work ethic
- Listening skills
- Openness to criticism / new ideas
- Speaks and writes clearly
- Teamwork
- Persuasion
Sourcing
- Ask people “who are the most talented people you know that I should hire”
- Your expanded networks are always your best source of talent
- “==Source __ great candidates” as a requirement for promotion==
Selecting: screens, topgrader, focus interviews
- Screening call -
- “I’m going to use the first portion to get to know you, then let you get to know us - sound good”
- Four key repeatable questions
- What are your career goals
- (give them the first word, ==look for clarity and passion== )
- What are you really good at professionally
- Push for 8-12 candidates, and push for examples
- What are you not so good at or not interested in
- “that sounds like a strength..what are you really not good at” - ” what will your references say”
- Push for 5-8 real ones
- ==Who were your last 5 bosses and how will they each rate your performance 1-10 scale== when we talk to them
- Ask for details and explanation
- Look for 8+
- Ask “what, how or why or tell me more” questions to follow up
- **Topgrading interview **
- Go through each step in their career (starting with education) with some consistent questions
- What were you hired to do
- What accomplishments are you most proud of
- Get the stories behind the resume statements
- What were some low points
- Who did you work with? Specifically your boss (how do you spell that?) What will they tell me are your biggest strengths and weaknesses
- What was it like working with them?
- How would you rate the team when you came in? When you left?
- Why and how did you leave that job?
- Look for
- Data points to line up with your scorecard, or not
- Specificity and awareness of
- Outcomes linked to goals, rather than just activities
- Awareness of and respect for previous relationships
- Did they leave in a way that shows growth or success, or limitations?
- Conducting well
- ==Allocate 90 minutes for junior positions, 3 hours on average, 5 hours for senior ==
- Someone senior (CEO or hiring mgr) conducts to get all the data + someone else joins /shadows
- “this will be diff..chrono,..for each going to ask 5 questions…”
- Master tactics
- Interrupting - have to. It will take too long otherwise. You know what you need to know more than them. move them to it. (Do it well - use reflective listening, positive, and deflect to next / previous thing)
- 3 PS - to clarify
- How did your performance compare to previous years , to plan, to peers ?
- Push vs pull. Don’t hire ppl who were pushed out of 20% of jobs
- Picture - empathic imagination of details. Put yourself in their shoes and try to fully understanding
- Stopping at stop signs - look for signs of cover ups or more detail and dig
- Go through each step in their career (starting with education) with some consistent questions
- Focus interview
- Involve other team members and focus on new things
- Focus on [fill in key competency of outcome to be focused on]
- What are your biggest accomplishment in this area?
- What are your insights about your biggest failures, etc in this area
- Get curious and ask follow-ups on these
- Look for
- Clear proof of scorecard alignment
- Final gauge of cultural fit
- Interview slate
- Prep/prebrief (interview team reviews)
- Intro
- Topgrader
- Focus interviews
- Closing and next steps
- Review and decision
- Reference calls
- Don’t skimp, these are critical
- Pick your own (from topgrading) and ask candidate to set up, don’t let them choose
- 4-7 references, mix of peers, managers, subordinates
- What work did you do with them.
- Biggest strnghts
- Biggest areas for improvements (back then)
- Rate on 1-10 scale. Why?
- They said they struggled with X, can you tell me about that
- Can jog their memory with things from topgrading interview and open up new things
- Read between the lines, connect dots from interview and ask for more
Selecting
==- skill and will decision (can they and will they do it) on each outcome==
- Rate on each competency required on the scorecard
- 90 percent confidence in skill and will match
- Red flags- takes too much credit, not aware of failures, more interested in comp, tries to look like expert, talk poorly of boss/colleagues, too much need to win,
Sell
- ==show you care about fit for them, and it will differente from those who only attend to fit for us==
-
Other