Aim High: 5 Steps to Hiring & Keeping A-Level Talent · Aim High: 5 Steps to Hiring & Keeping...

© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.

Aim High: 5 Steps to Hiring & Keeping A-Level Talent


People Are NOT

Your Greatest Asset

The RIGHT People Are


The 20% of your employees

who produce 80% of the results.

What is A-Level talent?


High Performer or High Potential?


High Performer vs. High Potential

High Potential

• Top performer

• Highly competent

• Technically sound

• Enthusiastic & loyal

Ability to grow at least two additional levels

3-5% of the population

High Performer

• Highly competent

• Technically sound

• Enthusiastic & loyal

• Needs growth

Lateral move or one level up in their profession

10% of the population


5 Steps to Hiring & Keeping the Best

1) Recognize A-Level Talent is Unique

2) Hire a Natural

5) Engage by Coaching to Their Strengths

3) Conduct the RIGHT Kind of Interviewing

4) Reference Check the RIGHT way


Recognize that A-Level Talent is Unique


Use of Social Media

Winners

Strugglers

11% gap

9% gap

9% gap


Involve Your Employees

Source: Flicker CC and Seattle Municipal archives


Social Recruiting – Doing it Right

Remember LinkedIn is getting oversaturated, A-level talent is getting so many In-mails from Recruiters, many are not even responding

Use tools such as Google Analytics to show the ROI of social media

Engage in conversations, it’s not about broadcasting

Take a long-term approach


Social Recruiting – Doing it Right


1. Doing the best work of my life2. Doing work that has an impact

on customers and the world3. Having a great manager4. An opportunity to innovate and

take risks5. An opportunity to learn rapidly

and be challenged6. The opportunity to implement

their ideas7. A choice of projects and

assignments

What A-Level Talent Values

8. A chance to work with the latest technologies and tools

9. Input into their schedule/location10. An opportunity to work with top co-

workers11. The opportunity to make decisions 12. Working in a performance-driven

environment where rewards are based on performance

13. A transparent environment where the needed information and access is readily available

14. Sufficient budget and resources to reach their goals

Source: Dr. John Sullivan

© Copyright 2006 The McQuaig Institute of Executive Development Ltd., Toronto, Canada.Copyright © 2015 The McQuaig Institute. All rights reserved.Copyright © 2013 The McQuaig Institute. All rights reserved.

Hiring A Natural


Hiring decisions based on the interview

Interview accuracy

Source: Michigan State University


3 Levels of AssessmentIM

PA

CT

ON

PE

RF

OR

MA

NC

E

LEVEL 1

• Appearance

• Manner

• Expressiveness

• Interests

• Presence

LEVEL 2

• Knowledge

• Acquired Skills

• Training

• Experience

• Education

• Credentials

(APPEAR TO…) (CAN DO…) (WILL DO…)

LEVELS OF DESCRIPTION

LEVEL 3

• Positive Attitude

• Internal Motivation

• Persistence and Determination

• Mature Character

• Aptitude and Intelligence

• Temperament

Copyright © 2015 The McQuaig Institute. All rights reserved.

Temperament: n. the

tendencies peculiar to an

individual; natural

disposition New American Webster

Temperament

Copyright © 2015 The McQuaig Institute. All rights reserved.

The Big 5 Personality Traits


AnalyticalAccepting Driving Independent

Dominant Sociable Relaxed Compliant

10

20

30

42

50

60

70

80

90

10

20

30

42

50

60

70

80

90

Four Trait Scales


Dominant Sociable Relaxed Compliant

10

20

30

42

40

50

60

70

80

90

10

20

30

42

40

50

60

70

80

90

Accepting Analytical Driving Independent

Dominant:

•Goal-oriented

•Takes risks

•Seeks challenge &

recognition

•Competitive

Sociable:

•People-oriented

•Builds relationships

•Trusting

•Empathetic

Relaxed:

•Easy going

•Patient & steady

•Calm & even-paced

•Plans ahead

Compliant:

•Detail-oriented &

thorough

•Organized &

systems-oriented

•Works within

guidelines

Accepting:

•Accommodating

•Team player

•Consensus-seeking

Analytical:

•Work or task-

focused

•Fact-oriented

•Objective & logical

Driving:

•Restless

•High sense of

urgency

•Change oriented

Independent:

•Persistent

•Likes freedom of

action

•Shows initiative

Four Trait Scales


Having a Target


Conduct the RIGHT Kind of Interviewing

Image source: thedailyenglishshow.com


What are your strengths and weaknesses?

Where do you want to be in five years?

Can you work under pressure?

Are you a team player?

How would you handle this situation…

These Questions Will Not Differentiate A-Level Talent

The Wrong Kind of Interviewing for A-Level Talent


… ask for specific examples of how the candidate has demonstrated ajob-related behaviour in the past.

“Tell me about a time…”

Behavioral Interviewing


Tell me about the hardest people decision that you have made in the last year.

Tell me about a process that you improved in your last job.

Tell me about some of the initiatives you have taken to grow your territory over the last year.

Questions to Assess A-Level Talent


SITUATION: What was the situation?

ACTION: What did you do?

RESULT: What was the outcome?

REPORTING: By the way, who were you reporting

to at that time?

PROBES

The Secret to Effective Behavioral Interviewing


Reference Check the RIGHT Way


• Ask candidates early on who they will be providing as references

• Speak to prior managers only

• Link “success stories” to references

Reference Check the RIGHT Way


Engage by Coaching to their Strengths


of employees are not engaged or actively disengaged

Engagement

# of job changes between 18 and 37

of new hires leave within one year


RETENTION STARTS WITH SELECTION

2/3 of employees quit their boss – not the job!

Engagement


5 Steps to Hiring & Keeping the Best

1) Recognize A-Level Talent is Unique

2) Hire a Natural

5) Engage by Coaching to Their Strengths

3) Conduct the RIGHT Kind of Interviewing

4) Reference Check the RIGHT way


Kristen Harcourt

Senior Consultant

The McQuaig Institute

Phone: 1-800-387-5455 Ext. 360

Email: [email protected]

Twitter: @kristenharcourt

Website: www.mcquaig.com

The McQuaig System

A simple, accurate talent

assessment tool

Reduce turnover

Increase productivity

Improve hiring manager satisfaction

Test drive McQuaig today at info.McQuaig.com/request-a-demo

info.McQuaig.com/request-a-demo

Aim High: 5 Steps to Hiring & Keeping A-Level Talent · Aim High: 5 Steps to Hiring & Keeping...

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