Hiring right

Hiring Right

By Ivan F Rodriguez

August 2016

This tool aims to help hiring the right talent, reduce the failure risk when bringing new talent into the organization.

Principles are based on the famous Winning Book by Jack Welch (2004).


NON NEGOTIABLES | Acid Test (binary approach, you either have or you don´t)

Integrity

Intelligence

Maturity


Integrity

Meaning How to measure it?

People with integrity tell the truth, and they keep their word. They take responsibility for past afraid to use it. actions, admit mistakes, and fix them. They know the laws of their country, industry, and company—both in letter and spirit—and abide by them. They play to win the right way, by the rules

If a candidate comes from inside your company, that’s pretty easy. You’ve seen him or her in action or know someone who has. From the outside, you need to rely on reputation and reference checks. But those aren’t foolproof. You also have to rely on your gut. Does the person seem real? Does she openly admit mistakes? Does he talk about his life with equal measures of candor and discretion?



Intelligence


Candidate has a strong dose of intellectual curiosity, with a breadth of knowledge to work with or lead other smart people in today’s complex world.Sometimes people confuse education with intelligence. Smart people come from every kind of school. Some of the best executives have attended public or technical schools. Candidate’s education is only a piece of the picture, especially when it comes to intelligence.

Perform the Interview by an intelligent person using a Face-to-Face assessment, analyzing the deepness of thought, resourcefulness of responses and language used. This must be paired with specific IQ tests focused to the specific function candidate will perform.



Maturity


Mature people respect the emotions of others. They feel confident but are not arrogant.In fact, mature people usually have a sense of humor, especially about themselves!

There is no real test for maturity. Again, you have to rely on reference checks, reputation, and most important, gut.



4E’s + 1P

Energy

Ability to Energize Others

Edge

Execute

Passion


4E’s + 1P

Energy



Ability to go go go!!! —to thrive on action and relish change. People with positive energy are generally extroverted and optimistic. They make conversation and friends easily. They start the day with enthusiasm and usually end it that way too, rarely seeming to tire in the middle. They don’t complain about working hard; they love to work. They also love to play. People with positive energy just love life

By simply talking and interacting with this person and measure your reactions, do get tired of listening, do you want the candidate to continue with his/her conversation. You simply will know it!

4E’s + 1P

Ability to Energize Others



Positive energy is the ability to get other people revved up. People who energize can inspire their team to take on the impossible —and enjoy the hell out of doing it. In fact, people would arm wrestle for the chance to work with them. Now, energizing others is not just about giving Pattonesque speeches. It takes a deep knowledge of your business and strong persuasion skills to make a case that will galvanize others.

Assess again, your own reaction of interacting with the candidate. Review candidate´s vocabulary, posture, body language, timbre and modulation of her/his voice. Assess the deepness and strategy of her/his arguments. At som point in the conversation, "challahenge" her/him with a difficult question and observe carefully her/his reaction.

4E’s + 1P

Edge



Courage to make tough yes-or-no decisions. World is filled with gray. Anyone can look at an issue from every different angle. Some smart people can—and will—analyze those angles indefinitely. But effective people know when to stop assessing and make a tough call, even without total information. Little is worse than a manager at any level who can’t cut bait, the type that always says, “Bring it back in a month and we’ll take a good, hard look at it again,” or that awful type that says yes to you, but then some one else comes into the room and changes his mind. We called these wishy-washy types last-one-out-the-door bosses.

Make the candidate a "tough" question (one that requires assessing at least 2-3 scenarios) related to the field of knowledge you are hiring for and assess the solutions candidate come with. Then, ask her/him what would it be her/his decision about taking one of the possible solutions. Assess the questions s/he come with. If the candidate cannot make a choice, s/he will have issues with this characteristic. Some people become inhibited from taking action. That indecisiveness kept their organizations in limbo. In the end, this will was a fatal flaw.

4E’s + 1P

Execute



Ability to get the job done. Candidate can have positive energy, energize everyone around you, make hard calls, and still not get over the finish line. Being able to execute is a special and distinct skill. It means a person knows how to put decisions into action and push them forward to completion, through resistance, chaos, or unexpected obstacles.

Execution is measured through actual results. Here, you remove the words, and focus on the numbers, what the candidate has actually done/achieved that can be tangibly and objectively measured (both, quantitavely and qualitatively).

4E’s + 1P

Passion



Heartfelt, deep, and authentic excitement about work. People with passion care— really care in their bones—about colleagues, employees, and friends winning. They love to learn and grow, and they get a huge kick when the people around them do the same.

The funny thing about people with passion, though, is that they usually aren’t excited just about work. They tend to be passionate about everything. They’re sports trivia nuts or they’re fanatical supporters of their alma maters or they’re political junkies.

Additional Assessments for Senior Leadership Positions


Authenticity

See Around Corners

Smart Pragmatism

Resilience



AuthenticityMeaning How to measure it?

A person cannot make hard decisions, hold unpopular positions, or stand tall for what he believes unless he knows who he is and feels comfortable with that. Self-confidence and Conviction. These traits make a leader bold and decisive, which is absolutely critical in times when you must act quickly. Just as important, authenticity makes leaders likable, for lack of a better word. Their “realness” comes across in the way they communicate and reach people on an emotional level. Their words move them: their message touches something inside. Leaders can’t have an iota of fakeness. They have to know themselves—so that they can be straight with the world, energize followers, and lead with the authority born of authenticity.

Look for information that depicts if the candidate is pretending to be something he is not—more in control, more upbeat, more savvy than he really is. Usually, he didn’t sweat, he didn’t cry, he squirmed in his own skin, playing a role of his own inventing.



See Around Corners


Every leader has to have a vision and the ability to predict the future, but good leaders must have a special capacity to anticipate the radically unexpected. In business, the best leaders in brutally competitive environments have a sixth sense for market changes, as well as moves by existing competitors and new entrants.

Evaluate the level of creativity and intelligence to see around corners, to imagine the unimaginable and get ahead of rest. Analyze the elements considered on big successes and big failures on his career.



Smart Pragmatism


Strong penchant to surround themselves with people better and smarter than they are. When a crisis arises, quickly assemble a group of the smartest, gutsiest people you could find at any level from the company and sometimes from without, and lean on them heavily for their knowledge and advice. Make sure everyone in the room came at the problem from a different angle, and then have all wallow in the information as worked to solve the crisis.Good leaders have the courage to put together a team of people who sometimes make him look like the dumbest person in the room! I know that sounds counterintuitive. You want your leader to be the smartest person in the room—but if he acts as if he is, he won’t get half the pushback he must get to make the best decisions.

Assess the type of team s/he has built up, criteria used to assemble such team, and ultimately, her/his level of humility to accept s/he is not or will not be the smartest people of the team.



Resilience


Every leader makes mistakes, every leader stumbles and falls. The question with a senior-level leader is, does she learn from her mistakes, regroup, and then get going again with renewed speed, conviction, and confidence? The name for this trait is resilience, and it is so important that a leader must have it going into a job because if she doesn’t, a crisis time is too late to learn it. That is why, when placing people in new leadership situations, you have always look for candidates who had one or two very tough experiences. The global business world today is going to knock any leader off her horse more than once. She must know how to get back in the saddle again.

Assess concrete situations where candidate has failed, ask what s/he did after, emotional reacitons, strategies implemented, tools used, lessons learned. Did s/he quit the Job? Abandon the Project? Go deep inside with further questions. You are in search of factual information about candidate's ability to fail, and stand up again, stronger and more determined.

Qualitative & Quantitative Assessment Template


Access this File to raise exponentially the

effectiveness of your hiring process. Remember, this

is tool, you will still make mistakes as human

psychology is complex and dynamic.

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Hiring right

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