Hire hard, invest in a team,reap the rewards

11

HIRE HARD, INVEST IN HIRE HARD, INVEST IN A TEAM,REAP THE A TEAM,REAP THE

REWARDSREWARDS

by Grant Gambleby Grant Gamble

22

Staffing is a Major Staffing is a Major ConcernConcern

Finding quality staff has now over Finding quality staff has now over taken PPCA as the industries taken PPCA as the industries

No.1 concern.No.1 concern.

33

Staffing problems (AFIS2010)Staffing problems (AFIS2010)

Finding good staff at a club level is a major Finding good staff at a club level is a major concern (29%)concern (29%)

Finding quality staff at an industry level is Finding quality staff at an industry level is a major concern (53%)a major concern (53%)

44

Fitness in MotionFitness in MotionWorld FitnessWorld Fitness

Ashgrove Body DesignersAshgrove Body DesignersACAC Fitness and WellnessACAC Fitness and Wellness

Red’s Red’s Indooroopilly WorkoutIndooroopilly Workout

Some clubs who have reaped the Some clubs who have reaped the rewards!rewards!

55

ACAC PerformanceACAC Performance

Collectively 46,000 members @ 7 locationsCollectively 46,000 members @ 7 locations Gross in excess of $45M in 2009Gross in excess of $45M in 2009 Competition = Strong to Very Strong Competition = Strong to Very Strong Average household incomes between $56K Average household incomes between $56K

and $112Kand $112K

66

Significant shift in focus to team . . .Significant shift in focus to team . . .

. . .has driven this exponential growth of . . .has driven this exponential growth of ACAC based on the development of:ACAC based on the development of:

Successful outreach to de-conditioned, Successful outreach to de-conditioned, seniors and kids (family markets)seniors and kids (family markets)

Community Partnerships Community Partnerships Medical PartnershipsMedical Partnerships

77

Significant shift in focus and Significant shift in focus and practices . . .practices . . .

. . . has resulted in:. . . has resulted in: Huge demand on team members to meet Huge demand on team members to meet

the interested de-conditioned, senior and the interested de-conditioned, senior and family members’ needsfamily members’ needs

Significant shift in emphasis from hiring Significant shift in emphasis from hiring qualifications to hiring talentqualifications to hiring talent

““Hiring what you can’t teach!”Hiring what you can’t teach!”

88

These inherent characteristics These inherent characteristics represent the critical hiring represent the critical hiring

non-negotiablesnon-negotiables

AttitudeAttitude PersonalityPersonality IntegrityIntegrity Emotional Emotional

IntelligenceIntelligence

99

According to Tom Peters . . .According to Tom Peters . . .

““Your human asset Your human asset is your only asset!”is your only asset!”

1010

My interpretation . . .My interpretation . . .

““The The rightright human asset is your human asset is your most most critical critical asset!”asset!”

1111

Your Team Defines your Your Team Defines your Performance!?Performance!?

1212

The ‘TALENT’ you attract, hire, The ‘TALENT’ you attract, hire, and retain will determine your and retain will determine your

ultimate success!ultimate success!

1313

The old adage always holds . . .The old adage always holds . . .

Hire hard, manage easy!Hire hard, manage easy!

1414

The benefits of better hiring . . . The benefits of better hiring . . .

Reduced cost of acquisition of team Reduced cost of acquisition of team membersmembers

Reduced turnoverReduced turnover Reduced short-term (and long-term) Reduced short-term (and long-term)

training costs training costs NOTE: Numerous reports suggest that it costs between 10 NOTE: Numerous reports suggest that it costs between 10

and 20 times an employee’s weekly wage to turn an and 20 times an employee’s weekly wage to turn an employee over.employee over.

Reduced absenteeismReduced absenteeism

1515

The benefits of better hiring . . .The benefits of better hiring . . . Increased member retention*Increased member retention* Reduced stress and workload on principals Reduced stress and workload on principals

& managers& managers Improved overall performance of your entire Improved overall performance of your entire

team and companyteam and company

* 70.2% of members reported ‘Professional Staff * 70.2% of members reported ‘Professional Staff (polite, approachable, onhand) as a key factor in (polite, approachable, onhand) as a key factor in their ‘long term commitment to a club (AFIS2010)their ‘long term commitment to a club (AFIS2010)

1616

Lack of performance in your team could be Lack of performance in your team could be the result of one of many common the result of one of many common

mistakes:mistakes:

Insufficient focus on Human ResourcesInsufficient focus on Human Resources Filling positions, not hiring talentFilling positions, not hiring talent Typical hiring ‘problems’ . . .Typical hiring ‘problems’ . . . Cultural challengesCultural challenges Unrealistic expectationsUnrealistic expectations

1717

Failure to communicate expectationsFailure to communicate expectations Failure to orient and train new team members Failure to orient and train new team members

properlyproperly Poor compensation – financial and/or emotionalPoor compensation – financial and/or emotional Lack of the tools necessary to get the job doneLack of the tools necessary to get the job done Poor or non-existent team retention programsPoor or non-existent team retention programs

Lack of performance in your team could be Lack of performance in your team could be the result of one of many common the result of one of many common

mistakes:mistakes:

1818

Hiring problems – Hiring QualificationsHiring problems – Hiring Qualifications

Hiring qualifications is like using an entrance Hiring qualifications is like using an entrance exam . . . it has almost no predictive potential:exam . . . it has almost no predictive potential:

FACT: Entrance exams have 0% predictive FACT: Entrance exams have 0% predictive power as relates to the ultimate performance power as relates to the ultimate performance of the individual of the individual

1919

Hiring problems - InterviewHiring problems - Interview

Inaccurate prediction of job performance based Inaccurate prediction of job performance based on interview. Studies have shown poor on interview. Studies have shown poor correlation between work performance prediction correlation between work performance prediction and actual performance based on interviews:and actual performance based on interviews: Reily and Chao (1982) reported 0.19 correlationReily and Chao (1982) reported 0.19 correlation Hunter and Hunter (1984) showed 0.14 correlationHunter and Hunter (1984) showed 0.14 correlation

FACT: Many people interview better than they performFACT: Many people interview better than they performFACT: Many people perform better than they interviewFACT: Many people perform better than they interview

2020

Hiring problems . . . ResumeHiring problems . . . Resume

Inaccurate information from the Inaccurate information from the resume/application:resume/application:

FACT: Many people over-inflate past performancesFACT: Many people over-inflate past performancesFACT: Some people minimize their successesFACT: Some people minimize their successesTIP: Look at the ‘timeline’TIP: Look at the ‘timeline’

2121

Hiring problems - ReferencesHiring problems - References

Inaccurate information from references. Studies Inaccurate information from references. Studies have shown poor correlation between work have shown poor correlation between work performance prediction and actual performance performance prediction and actual performance based on references:based on references: Hunter and Hunter (1984) showed 0.26 correlationHunter and Hunter (1984) showed 0.26 correlation

FACT: Most ex-employers fear ramifications of negative FACT: Most ex-employers fear ramifications of negative commentscomments

FACT: Many references are too vague to have relevanceFACT: Many references are too vague to have relevanceFACT: Some are too positive – in an attempt to ‘help the person’FACT: Some are too positive – in an attempt to ‘help the person’FACT: Some are too negative, unfair and criticalFACT: Some are too negative, unfair and critical

2222

In fact finding ‘Talent’ is more In fact finding ‘Talent’ is more of an art than a science!of an art than a science!

2323

““If you’re looking to . . . If you’re looking to . . . Master the Talent Game . . . Master the Talent Game . . .

PUT IT AT THE TOP OF YOUR PUT IT AT THE TOP OF YOUR AGENDA!”AGENDA!”

Tom Peters - Re-imagineTom Peters - Re-imagine

2424

Tom Peters cites the following Tom Peters cites the following contrasts in today’s business world . . .contrasts in today’s business world . . .

WASWASPeople are “important”People are “important”

““People power” as a sloganPeople power” as a sloganHR pros as paper shufflersHR pros as paper shufflers

Hire to “fill a position”Hire to “fill a position”““Competitive” pay and benefits packageCompetitive” pay and benefits package

Talent “pays its dues”Talent “pays its dues”““Training” is a departmentTraining” is a department

Filling “diversity” slotsFilling “diversity” slotsWomen lagWomen lag

Secure job with “potential for advancement”Secure job with “potential for advancement”““Human Resources”Human Resources”

““Staff”Staff”““Employees”Employees”““Associates”Associates”““Personnel”Personnel”

ISISPeople are EVERYTHINGPeople are EVERYTHING““People power” as a strategyPeople power” as a strategyHR pros as “Talent Scouts”HR pros as “Talent Scouts”Hire to position a company for greatnessHire to position a company for greatnessExcellent pay-and-benefits packageExcellent pay-and-benefits packageTalent claims its prizeTalent claims its prizeTraining is an obsessionTraining is an obsessionFeeling the diversity imperativeFeeling the diversity imperativeWomen leadWomen leadA Great Place to WorkA Great Place to WorkTalent!Talent!Talent!Talent!Talent!Talent!Talent!Talent!Talent!Talent!

2525

FundamentalsFundamentals

Talk ‘Talent’Talk ‘Talent’ Talk ‘Team’ not ‘Staff’Talk ‘Team’ not ‘Staff’ Find out what your team members are Find out what your team members are

passionate aboutpassionate about Find the appropriate place for talentFind the appropriate place for talent Don’t waste talentDon’t waste talent

REMEMBER: You can’t change a person’s personality . . . REMEMBER: You can’t change a person’s personality . . . make someone happy, friendly, etc.make someone happy, friendly, etc.

2626

ToolsTools

Challenging interview processChallenging interview process Make the process demandingMake the process demanding

Excellent orientation systemExcellent orientation system Ensure, at the least, a good understanding of: Ensure, at the least, a good understanding of:

all departments functions all departments functions lines of communicationlines of communication the company’s missionthe company’s mission non-negotiablesnon-negotiables cultural imperatives etc.cultural imperatives etc. specific position expectationsspecific position expectations essential feedback ‘systems’essential feedback ‘systems’

3030

ToolsTools

Professional and Professional and personal developmentpersonal development Eagle AcademyEagle Academy ConferencesConferences Non-industry-specific Non-industry-specific

learning opportunitieslearning opportunities

3131

ToolsTools

Emotional compensationEmotional compensation Catch a Fellow Team Member Exceeding Catch a Fellow Team Member Exceeding

Your ExpectationsYour Expectations Catch Us Exceeding Your ExpectationsCatch Us Exceeding Your Expectations

3333

ToolsTools

Emotional compensationEmotional compensation Catch a Team Member Exceeding Your Catch a Team Member Exceeding Your

ExpectationsExpectations Catch Us Exceeding Your ExpectationsCatch Us Exceeding Your Expectations Ready Fire Aim AwardReady Fire Aim Award Annual Awards Presentation for Cultural Annual Awards Presentation for Cultural

ImperativesImperatives

3434

Bottom line . . .Bottom line . . .

Create an awesome place to Create an awesome place to work, and you will attract work, and you will attract talented people who are talented people who are

capable and able to achieve capable and able to achieve extraordinary things!extraordinary things!

3636

Hiring process checklist :Hiring process checklist : Develop or refine position descriptions as neededDevelop or refine position descriptions as needed Establish creative recruitment methodsEstablish creative recruitment methods Develop systems for selecting top candidatesDevelop systems for selecting top candidates Develop/refine interview processDevelop/refine interview process Develop reference check systemDevelop reference check system Develop offer criteria and benefits packagesDevelop offer criteria and benefits packages Ensure that your compensation structure is strongEnsure that your compensation structure is strong Develop aggressive orientation systemDevelop aggressive orientation system Develop and refine retention systemsDevelop and refine retention systems

3737

Commit to the hiring process Commit to the hiring process and beyond . . .and beyond . . .

Establishneed

Manage retention systems

Develop/refine positiondescription

Recruit thebest

Choose topcandidates

Conductinterview

Choose candidate check references

Prepare an offer

Provide attractivecompensation

3838


Establishneed



Recruit thebest


Conductinterview


Prepare an offer


3939

Develop or refine position Develop or refine position description as neededdescription as needed

This is the point at which you truly commit to This is the point at which you truly commit to hiring processhiring process

Write a position description to attract the bestWrite a position description to attract the best Establish non-negotiables in the processEstablish non-negotiables in the process Don’t use an old description for convenience’s Don’t use an old description for convenience’s

sakesake

4040

Develop or refine position Develop or refine position description as neededdescription as needed

Consider a position description with a review Consider a position description with a review system built insystem built in

Consider using indicators and profiling systems Consider using indicators and profiling systems that you are comfortable with to provide some that you are comfortable with to provide some guidelines for defining attributes relevant to the guidelines for defining attributes relevant to the position, e.g. Myers Briggsposition, e.g. Myers Briggs

4141

Position description steps Position description steps Define the position in real termsDefine the position in real terms Consider and state the type of characteristics Consider and state the type of characteristics

necessary to succeed in the position based on necessary to succeed in the position based on people who are excelling in that area in your people who are excelling in that area in your club/s alreadyclub/s already

Consider the other individuals around the Consider the other individuals around the position and their potential impact on the person position and their potential impact on the person and shape the requirements to suit the situationand shape the requirements to suit the situation

NOTE: “Harmony predicts performance”NOTE: “Harmony predicts performance”

4242

Tip:Tip:

If necessary, design a position If necessary, design a position description around a talentdescription around a talent

4343

Commit to the hiring processCommit to the hiring processand beyondand beyond . . . . . .

Establishneed



Recruit thebest


Conductinterview


Prepare an offer


4444

Establish creative recruitment Establish creative recruitment methodsmethods

Be a ‘TALENT’ scout . . . look for talent in Be a ‘TALENT’ scout . . . look for talent in both obvious and unlikely placesboth obvious and unlikely places

Be obsessed with the pursuit of TALENTBe obsessed with the pursuit of TALENT

4545

What is Talent?What is Talent?

4646

What does ‘talent’ look like?What does ‘talent’ look like? Displays passionDisplays passion Inspires othersInspires others Loves pressureLoves pressure Craves actionCraves action Knows how to finish the jobKnows how to finish the job Thrives on WOWThrives on WOW Imbibes EIImbibes EI Sees the bigger pictureSees the bigger picture Likes to ‘break’ things and Likes to ‘break’ things and

put them back togetherput them back together Doesn’t understand ‘no’Doesn’t understand ‘no’

Exhibits curiosityExhibits curiosity Embodies “weird”Embodies “weird” Exudes a sense of funExudes a sense of fun Thinks at a high levelThinks at a high level ‘‘Gets’ TalentGets’ Talent Thrives on changeThrives on change Looks for ‘win/win’Looks for ‘win/win’ Wears the ‘other shoe’Wears the ‘other shoe’ Exudes creativityExudes creativity Hates mediocrityHates mediocrity Solution providerSolution provider

4747

Talent’s magnet: Talent’s magnet: an awesome place to workan awesome place to work

““A place where people not only get paid ‘their due’, A place where people not only get paid ‘their due’, but also . . . but also . . .

get to initiate and execute great things.”get to initiate and execute great things.”

A place where team members can,A place where team members can, ““. . . add Equity to their “Brand Called You”. . . add Equity to their “Brand Called You”

Tom Peters – Re-imagineTom Peters – Re-imagine

NOTE: You can’t hire TALENT that doesn’t apply, NOTE: You can’t hire TALENT that doesn’t apply, unless you aggressively recruit themunless you aggressively recruit them

4848

You can ‘attract’ TALENT by You can ‘attract’ TALENT by being ‘an awesome place to being ‘an awesome place to

work’work’

4949

Establish creative recruitment Establish creative recruitment methodsmethods

Use media where people who are not necessarily Use media where people who are not necessarily looking for work would see your message, e.g. Radio, looking for work would see your message, e.g. Radio, TV etc.TV etc.

Ensure accurate targeting of your recruiting messageEnsure accurate targeting of your recruiting message Look at segments of the population that will suit your Look at segments of the population that will suit your

demographics, e.g. older team members may suit a demographics, e.g. older team members may suit a senior-friendly clubsenior-friendly club

NOTE: Older team members can be more stable, credible, NOTE: Older team members can be more stable, credible, reliable . . . but may not adjust to change as readilyreliable . . . but may not adjust to change as readily

5050

Promote from withinPromote from within Cross-train from the outsetCross-train from the outset Know your people and their passionsKnow your people and their passions Mentor ahead of timeMentor ahead of time

NOTE: Opportunities for advancement decrease NOTE: Opportunities for advancement decrease turnoverturnover

REMEMBER: Often people aren’t broken, they’re REMEMBER: Often people aren’t broken, they’re simply ‘misplaced’simply ‘misplaced’

5151

Team member referrals Team member referrals Talented team members usually associate with Talented team members usually associate with

like-minded individuals... some of the best like-minded individuals... some of the best applicants are referrals from good employeesapplicants are referrals from good employees

NOTE: You will get a higher rate of success than with the NOTE: You will get a higher rate of success than with the general public poolgeneral public pool

REMEMBER: Known applicants are far more ‘predictable’ REMEMBER: Known applicants are far more ‘predictable’ than unknown applicantsthan unknown applicants

TIP: Referral bonus money can be ‘money well-spent’TIP: Referral bonus money can be ‘money well-spent’

5252

NetworkingNetworking

Community contactsCommunity contacts Community partnersCommunity partners Like-minded businessesLike-minded businesses

5353

Things to watch out for Things to watch out for

Take care in hiring current membersTake care in hiring current members Don’t advertise to membersDon’t advertise to members

Avoid lots of part-timers Avoid lots of part-timers

5454

Hire for . . .Hire for . . .

People with a history of caring and People with a history of caring and empathyempathy

5656



A good cross section of real peopleA good cross section of real people

5858



A good cross section of real peopleA good cross section of real people People who want to change ‘People who want to change ‘others’others’

liveslives

6060



A good cross section of real peopleA good cross section of real people People who want to change ‘People who want to change ‘others’others’ lives lives Emotional Intelligence over ‘qualifications’Emotional Intelligence over ‘qualifications’ Personality (positive, smile)Personality (positive, smile)

6262

Hire for . . .Hire for . . . People with a history of caring and empathyPeople with a history of caring and empathy A good cross section of real peopleA good cross section of real people People who want to change ‘People who want to change ‘others’others’ lives lives Emotional intelligence over ‘qualifications’Emotional intelligence over ‘qualifications’ Personality (positive, smile)Personality (positive, smile) Integrity (honest, reliable – a team member)Integrity (honest, reliable – a team member) AttitudeAttitude People who love growing peoplePeople who love growing people

6363

Don’t hire . . .Don’t hire . . . Uninterested de-conditioned peopleUninterested de-conditioned people Egocentric peopleEgocentric people

6464

Don’t hire . . .Don’t hire . . . Uninterested de-conditioned peopleUninterested de-conditioned people Egocentric peopleEgocentric people Without a role play or visual review in the Without a role play or visual review in the

positionposition Clones . . . hire complementary team membersClones . . . hire complementary team members

6565

Don’t rush or compromise the Don’t rush or compromise the hiring process . . . having a hiring process . . . having a

succession plan for all key team succession plan for all key team members will help alleviate critical members will help alleviate critical

human resource issues arisinghuman resource issues arising

6666


Establishneed



Recruit thebest


Conductinterview


Prepare an offer


6767

Develop systems for selecting Develop systems for selecting top candidatestop candidates

Don’t delegate hiring responsibilitiesDon’t delegate hiring responsibilities Relevant work experience is often more valuable Relevant work experience is often more valuable

than higher educationthan higher education Take advantage of information and indicators Take advantage of information and indicators

from the candidate’s application and initial callfrom the candidate’s application and initial call Identify ‘Knockout Factors’, don’t waste timeIdentify ‘Knockout Factors’, don’t waste time

6868


Avoid institutionalized minds (from Avoid institutionalized minds (from bureaucracies)bureaucracies)

Look for mindset, not skill setLook for mindset, not skill set Make the interview process challenging, e.g. Make the interview process challenging, e.g.

multiple interviews - this shows you many sides multiple interviews - this shows you many sides of the candidateof the candidate

On the other hand - value any history you, or On the other hand - value any history you, or members of your team, have had with the members of your team, have had with the candidate over unknown candidatescandidate over unknown candidates

6969


Identify the characteristics of those who are Identify the characteristics of those who are thriving in your company & prepare to interview thriving in your company & prepare to interview for those characteristicsfor those characteristics

Use a combination of objective, criteria-driven Use a combination of objective, criteria-driven screening and be aware of your intuitive screening and be aware of your intuitive responses to your interactionsresponses to your interactions

Look for negative/positive attitude traitsLook for negative/positive attitude traits

NOTE: Beware of candidates that are highly NOTE: Beware of candidates that are highly critical of former employerscritical of former employers

7070


Be very aware of how the candidate treats Be very aware of how the candidate treats those who apparently aren’t ‘important’those who apparently aren’t ‘important’

7171

"You can easily judge the character of "You can easily judge the character of others by how they treat those who others by how they treat those who

they think can do nothing for them or they think can do nothing for them or to them.“to them.“

- Malcolm Forbes- Malcolm Forbes

7272

Commit to the hiring processCommit to the hiring processand beyond . . .and beyond . . .

Establishneed



Recruit thebest


Conductinterview


Prepare an offer


7373

Simple pre-interview Simple pre-interview candidate checklist:candidate checklist:

1.1. Do they have the minimum qualifications for the Do they have the minimum qualifications for the job?job?

2.2. How badly do they desire/need the job?How badly do they desire/need the job?3.3. Will candidate enjoy long-term success and Will candidate enjoy long-term success and

move toward, or achieve their goals in your move toward, or achieve their goals in your company?company?

4.4. Are their minimum requirements met by the Are their minimum requirements met by the positionposition

NOTE: Respond to inquiries, even if you’re not NOTE: Respond to inquiries, even if you’re not offering an interviewoffering an interview

7474

Simple pre-interview Simple pre-interview candidate checklist:candidate checklist:

5.5. Will their attitude, personality, integrity and Will their attitude, personality, integrity and Emotional Intelligence enable top Emotional Intelligence enable top performance? performance?

NOTE: Be prepared to coach skills, not NOTE: Be prepared to coach skills, not charactercharacter

6. What predictors indicate possible tenure?6. What predictors indicate possible tenure?7. Do they share the ‘Fitness Ethic’?7. Do they share the ‘Fitness Ethic’?

7575

Interview outline :Interview outline :

Provide right interview environment to gather Provide right interview environment to gather the kind of information you’re looking forthe kind of information you’re looking for

Get acquainted and make them comfortableGet acquainted and make them comfortable Explain purposeExplain purpose Describe interview planDescribe interview plan Conduct interviewConduct interview Explain next stepsExplain next steps Thank candidate and walk to the doorThank candidate and walk to the door

7676

Creative interview options . . .Creative interview options . . .

The best way to evaluate: The best way to evaluate: people is to watch them work, interact people is to watch them work, interact

and communicate in your and communicate in your environment . . . create ways to explore environment . . . create ways to explore these elements these elements

connectivity and cultural fit is to have connectivity and cultural fit is to have team members interview the candidateteam members interview the candidate

7777

Interview pitfallsInterview pitfalls Avoid illegal queriesAvoid illegal queries Take the interview seriously—come prepared.Take the interview seriously—come prepared. Remember the candidate is also interviewing Remember the candidate is also interviewing

you and the quality of your company.you and the quality of your company. Don’t be afraid of silence . . . let the candidate Don’t be afraid of silence . . . let the candidate

do 75-80% of the talking in interviewdo 75-80% of the talking in interview

7878

Interview pitfallsInterview pitfalls

Don’t ignore your instincts Don’t ignore your instincts Conduct a variety of interviews to allow for Conduct a variety of interviews to allow for

different situations and perspectivesdifferent situations and perspectives Choose narrowly defined and well crafted Choose narrowly defined and well crafted

interview questions . . . not stock questionsinterview questions . . . not stock questionsNOTE: Ask the same question of successive NOTE: Ask the same question of successive

applicantsapplicants

7979

Questions to get to the heart of Questions to get to the heart of thingsthings

Why here, why this company?Why here, why this company? Tell me about a time where you outdid yourself, Tell me about a time where you outdid yourself,

where everything went well and was effortless ? where everything went well and was effortless ? Tell me something about yourself?Tell me something about yourself? If you had a magic lamp . . . ?If you had a magic lamp . . . ? What do you know about this company?What do you know about this company? Tell me a joke . . .?Tell me a joke . . .?

8080

CluesClues

Pay attention to . . .Pay attention to . . . Dress & appearanceDress & appearance Body languageBody language Physical contactPhysical contact Eye contactEye contact Mirroring language (verbal & non-verbal)Mirroring language (verbal & non-verbal) Voice tonalityVoice tonality Did they do their homework?Did they do their homework? What does their car look like?What does their car look like?

8181

What are you really looking for What are you really looking for in the interview?in the interview?

Does candidate have the Does candidate have the qualities needed to thrive in qualities needed to thrive in

your environment?your environment?

8282

Remember . . .Remember . . .

What you know changes, What you know changes, who you are doesn’twho you are doesn’t

8383

Look for intrinsic qualities Look for intrinsic qualities you can’t teach…you can’t teach…

Emotional energyEmotional energy Emotional stressEmotional stress Commitment to workCommitment to work Attention to detailAttention to detail Desire for changeDesire for change Consideration for othersConsideration for others

CourageCourage OptimismOptimism Self-esteemSelf-esteem AssertivenessAssertiveness Self directionSelf direction ToleranceTolerance SociabilitySociability

8484

Emotional Energy is . . .Emotional Energy is . . .

. . . the energy a person has to cope with stress, frustration, conflict, or pressure -

that part of physical energy used to accomplish personal drives

8585

Emotional Stress is . . .Emotional Stress is . . .

. . . the degree to which a person is troubled by uncomfortable feelings.

It is the sum total of both environmental and physical factors that are presently troubling

or bothering a person.

8686

Commitment to Work is . . .Commitment to Work is . . .

. . . the tendency to work hard, to get things done, and to take responsibility.

8787

Attention to Detail is . . .Attention to Detail is . . .

. . . the degree to which a person pays careful attention to what he or she is doing.

It tends to indicate the degree to which a person strives for precision in tasks.

Together with ‘Commitment to Work’ these two indicators encapsulate ‘work ethic’.

8888

Desire for Change is . . .Desire for Change is . . .

. . . the degree to which people like change in their environment, in what they believe, or

in their behavior.

8989

Consideration for others is . . .Consideration for others is . . .

. . . how understanding, thoughtful, helpful, honest, and responsible the person is.

9090

Courage is . . .Courage is . . .

. . . the willingness to risk injury, loss, hardship or physical discomfort to reach a

desired goal.

9191

Self Esteem is . . .Self Esteem is . . .

. . . the tendency to value oneself and be self-accepting.

It is an indicator of how well people like and see themselves and this ultimately affects

their relative view of others.

“Self awareness is at the core of EI”

9292

Optimism is . . .Optimism is . . .

. . . the degree that you see the world in a positive or negative light.

There are extremes at both the positive and negative end of the scale . . . each have their

challenges.

9393

Self-direction is . . .Self-direction is . . .

. . . the tendency to form opinions, set goals and make decisions.

9494

Assertiveness is . . .Assertiveness is . . .

. . . the degree to which a person tries to motivate others to believe or do something.

It can also be the degree to which they resist complying with others.

9595

Tolerance is . . .Tolerance is . . .

. . . the degree to which a person is patient or willing to put up with inconvenience from

circumstances and others.

A tolerant person doesn’t anger easily.

9696

Sociability is . . .Sociability is . . .

. . . the tendency to meet people, initiate conversation, spend time talking, and be

group oriented.

9797

In summary, these traits add up In summary, these traits add up to . . .to . . .

EmotionalIntelligence

9898

Your ability to get along with others, Your ability to get along with others, your capacity to manage your your capacity to manage your attitude, your ability to handle attitude, your ability to handle

stressful situations all determine stressful situations all determine your success in the workplace your success in the workplace

(and in your personal life).(and in your personal life).

9999

In short your level of Emotional In short your level of Emotional Intelligence is the greatest Intelligence is the greatest

determinant of your success at determinant of your success at work (and at home) in the long work (and at home) in the long

term.term.

100100

Emotional IntelligenceEmotional IntelligenceBy Daniel Goleman, PHd.By Daniel Goleman, PHd.

Measuring Emotional Intelligence, Measuring Emotional Intelligence, by Steve Simmons, M.Ed. and John C. Simmons Jr.by Steve Simmons, M.Ed. and John C. Simmons Jr.

Applying the principles of Applying the principles of Emotional Intelligence . . .Emotional Intelligence . . .

101101

What do you NEED to know at the What do you NEED to know at the end of the interview process?end of the interview process?

Is it your expectation that the candidate: Is it your expectation that the candidate: can excel at the position in question?can excel at the position in question? can and will commit for the minimum can and will commit for the minimum

acceptable period of time?acceptable period of time? will fit into the culture easily?will fit into the culture easily? will complement their immediate team will complement their immediate team

mates, and ultimately the team at large?mates, and ultimately the team at large?

102102


Establishneed



Recruit thebest


Conductinterview


Prepare an offer


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Develop a reference check systemDevelop a reference check system

Attempt to get specific feedback from Attempt to get specific feedback from referencesreferences

Seek ‘independent references’Seek ‘independent references’ Use professional reference checking Use professional reference checking

services for critical positions, e.g. Daycareservices for critical positions, e.g. Daycare Worst case scenario, ask if the company Worst case scenario, ask if the company

would hire the candidate againwould hire the candidate again

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Establishneed



Recruit thebest


Conductinterview


Prepare an offer


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Develop offer criteria and Develop offer criteria and benefits packagesbenefits packages

Be honest about what you have to offerBe honest about what you have to offer Ensure parity in compensation packages for new Ensure parity in compensation packages for new

team members with existing team membersteam members with existing team members Focus on growing benefits package over timeFocus on growing benefits package over time Offer a competitive salaryOffer a competitive salary Practice what you preach with membership Practice what you preach with membership

included in the benefits package for all levels of included in the benefits package for all levels of team membersteam members

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Develop offer criteria and Develop offer criteria and benefits packagesbenefits packages

Ensure benefits are truly that . . . esp. Ensure benefits are truly that . . . esp. ‘extras’ such as membership ‘extras’ such as membership

Ensure appropriate terminology is included Ensure appropriate terminology is included in any offer to safeguard your best interests, in any offer to safeguard your best interests, e.g. employment is ‘at will’e.g. employment is ‘at will’

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Establishneed



Recruit thebest


Conductinterview


Prepare an offer


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Ensure that your compensation Ensure that your compensation structure is strongstructure is strong

Pay the best (you can) and get the best you Pay the best (you can) and get the best you cancan

Consider industry averages and local forcesConsider industry averages and local forces Also compare yourself to like industries or Also compare yourself to like industries or

position status, e.g. IT, salesposition status, e.g. IT, sales Ensure that the individual will be at least Ensure that the individual will be at least

‘comfortable’ on their package (if it is within ‘comfortable’ on their package (if it is within your parameters) at the beginningyour parameters) at the beginningEXCEPTION: Commissioned positionsEXCEPTION: Commissioned positions

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Compensation should be guided by Compensation should be guided by performance, not sentimentperformance, not sentiment

EOY bonuses should have an objective EOY bonuses should have an objective component and a subjective componentcomponent and a subjective component

EOY bonuses are a great way to make up for EOY bonuses are a great way to make up for negative anomaliesnegative anomalies

NOTE: If you feel you have paid someone too NOTE: If you feel you have paid someone too much you may need to review their much you may need to review their

responsibilities or positionresponsibilities or position

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If you want to keep people you need to If you want to keep people you need to understand their needs and try to go 10% understand their needs and try to go 10%

above what you think is fair!above what you think is fair!

If you have the right people they will try and give If you have the right people they will try and give you 10% more than they feel they are earning!you 10% more than they feel they are earning!

It’s really like a relationship, if both parties are It’s really like a relationship, if both parties are giving 110% it’s hard to lose!giving 110% it’s hard to lose!

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Forms of compensation - Forms of compensation - financialfinancial

Salary Salary EOY bonusEOY bonus On-the-spot bonuses On-the-spot bonuses Regular reviews and compensation Regular reviews and compensation

adjustments adjustments

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Forms of compensation - growthForms of compensation - growth Training subsidies Training subsidies Personal development tracks Personal development tracks Professional development tracks Professional development tracks Industry conferences/courses (and out-of-Industry conferences/courses (and out-of-

industry) industry) Advancement opportunities (beware the Advancement opportunities (beware the

‘Peter Principle’)‘Peter Principle’)

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Forms of compensation - Forms of compensation - emotionalemotional

Elton Mayo - The Hawthorne Effect

The Hawthorne Effect: the proposition that workers are more motivated more by emotional than economic factors (ie., by being involved and feeling important, rather than by an improvement in workplace conditions).

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Forms of compensation - Forms of compensation - emotionalemotional

Public recognitionPublic recognition Private recognitionPrivate recognition Day off, or ‘early mark’ Day off, or ‘early mark’ Increased benefits Increased benefits Lunch Lunch Award program, e.g. ‘Catch us . . . ‘Award program, e.g. ‘Catch us . . . ‘ Birthday lunches Birthday lunches Team appreciation daysTeam appreciation days EOY Team partyEOY Team party

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Develop an aggressive Develop an aggressive orientation systemorientation system

New-employee orientation (Launch)New-employee orientation (Launch) Develop a checklist and have a form of Develop a checklist and have a form of

public accountability for this orientation public accountability for this orientation systemsystem

Don’t forget to TRAIN after a good hire!Don’t forget to TRAIN after a good hire! Have set check points to ensure that the new Have set check points to ensure that the new

team member is on track and receiving the team member is on track and receiving the support and training necessary to succeedsupport and training necessary to succeed

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Establishneed



Recruit thebest


Conductinterviews


Prepare an offer


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Develop and refine retention Develop and refine retention systemssystems

Retention is not a one-time deal, Retention is not a one-time deal, it is a consistent and continual it is a consistent and continual

improvement processimprovement process

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Develop and refine retention Develop and refine retention systemssystems

Create job value through:Create job value through: Excellent communication Excellent communication Developing relationships and camaraderieDeveloping relationships and camaraderie Providing role models and mentorsProviding role models and mentors Public and private acknowledgement of Public and private acknowledgement of

contributionscontributions Being humanBeing human Rewarding excellent failures (right motivation, Rewarding excellent failures (right motivation,

wrong outcome) wrong outcome) One vision/one mission, e.g. mission first, people One vision/one mission, e.g. mission first, people

always!always!

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Make work worthwhile and FUNMake work worthwhile and FUN

You want your team to feel good about You want your team to feel good about working for the company and looking working for the company and looking forward to coming to workforward to coming to work

NOTE: Beware of negative ‘pressure’ that NOTE: Beware of negative ‘pressure’ that makes the environment unattractive to the makes the environment unattractive to the

service minded individuals you seekservice minded individuals you seek

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Create FLOW for all team Create FLOW for all team membersmembers

FLOWDeg

ree

of D

iffic

ulty

Degree of Competence

Boredom

Stress

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DevelopmentDevelopment

Don’t forget to train and develop long-Don’t forget to train and develop long-standing employees as well as new hires!standing employees as well as new hires!

Develop your managers to assume Develop your managers to assume additional responsibilities.additional responsibilities.

REMEMBER: Good performance at mid-level REMEMBER: Good performance at mid-level doesn’t guarantee success in management doesn’t guarantee success in management

positionspositions

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Present an even-handed work Present an even-handed work environmentenvironment

To excel your company must have consistent To excel your company must have consistent performance standards that all adhere toperformance standards that all adhere to

Fairness is determined by clear expectations Fairness is determined by clear expectations and consistent enforcement of standardsand consistent enforcement of standards

Firing can be part of retentionFiring can be part of retention NOTE: One negative employee can bring down the whole energy NOTE: One negative employee can bring down the whole energy

level of your team.level of your team.If the employee’s concerns have received fair hearing and still don’t If the employee’s concerns have received fair hearing and still don’t

improve, let go.improve, let go.

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The Talent 25 The Talent 25 – According to Tom – According to Tom PetersPeters

1.1. Put people firstPut people first2.2. Be obsessive in the pursuit of talentBe obsessive in the pursuit of talent3.3. Pursue the bestPursue the best4.4. Weed out the restWeed out the rest5.5. Focus on intangiblesFocus on intangibles6.6. Change the profile of HRChange the profile of HR7.7. Forge a bold HR StrategyForge a bold HR Strategy8.8. Take reviews seriouslyTake reviews seriously9.9. Pay up!Pay up!10.10. Set Sky-High standardsSet Sky-High standards

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11.11. Train! Train! Train!Train! Train! Train!12.12. Cultivate Leadership Aspirations from the Get Go!Cultivate Leadership Aspirations from the Get Go!13.13. Foster open communicationsFoster open communications14.14. Lead by “Winning People Over!”Lead by “Winning People Over!”15.15. Reward “People Skills!”Reward “People Skills!”16.16. Show Respect!Show Respect!17.17. Embrace the Whole IndividualEmbrace the Whole Individual18.18. Measure for UniquenessMeasure for Uniqueness19.19. Honor Youth!Honor Youth!20.20. Create Opportunities to Lead!Create Opportunities to Lead!

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21.21. Relish Diversity!Relish Diversity!22.22. Liberate Women!Liberate Women!23.23. Celebrate the Weird Ones!Celebrate the Weird Ones!24.24. Provide a Setting for AdventureProvide a Setting for Adventure25.25. Talent Rules . . . TALENT=BRAND. And Talent Rules . . . TALENT=BRAND. And

BRAND=TALENTBRAND=TALENT

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‘‘Required’ reading . . .Required’ reading . . .

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Bottom line . . .Bottom line . . .Talent is everything!Talent is everything!

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Bibliography and ThanksBibliography and ThanksEmotional Intelligence - Emotional Intelligence - By Daniel Goleman, PHd.By Daniel Goleman, PHd.

Measuring Emotional Intelligence - Measuring Emotional Intelligence - by Steve Simmons, M.Ed. and John C. by Steve Simmons, M.Ed. and John C. Simmons Jr.Simmons Jr.

Re-imagineRe-imagine – by Tom Peters – by Tom Peters

Peak Performance Articles –Peak Performance Articles – Find, Recruit & Retain Key Employees - Dave BradshawFind, Recruit & Retain Key Employees - Dave Bradshaw 19 Golden Rules for Hiring the Right Staff - Tim Webster19 Golden Rules for Hiring the Right Staff - Tim Webster Hire for Attitude, Train for Success - Brent DardenHire for Attitude, Train for Success - Brent Darden Hiring The Best…Interview Techniques That Work - Scott A. ChovanecHiring The Best…Interview Techniques That Work - Scott A. Chovanec Staff Your Club With Sales Superstars - Jim SmithStaff Your Club With Sales Superstars - Jim Smith

SPECIAL THANKS TO: SPECIAL THANKS TO: AFIS - EzyPay, IHRSA, John McCarthy, The Nielson Group, Fast AFIS - EzyPay, IHRSA, John McCarthy, The Nielson Group, Fast

Company, Idea Bridge, Mincu & AssociatesCompany, Idea Bridge, Mincu & Associates

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Slides are available atSlides are available atwww.slideshare.netwww.slideshare.net

HIRE HARD, INVEST IN A TEAM, HIRE HARD, INVEST IN A TEAM, REAP THE REWARDS.ppsREAP THE REWARDS.pps

http://www.slideshare.net/

Hire hard, invest in a team,reap the rewards

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