Who – Find the right person for the position

I just read a book recommended to me on finding the right people to hire: Who by Geoff Smart and Randy Street.

It is a great, practical guide to finding the best fit for your organization.

Here is the “A” Method:

  • Scorecard
    • What do you want
  • Source
    • Find great people
  • Select
    • Select/identify the person
  • Sell
    • Persuade them to join

Make your Scorecard

  • Mission
    • Short statement describing why a role exists
  • Outcomes
    • 3-8 specific, objective outcomes that a person must accomplish to achieve an A performance
  • Competencies
    • Identify as many role-based competencies as you think appropriate to describe behaviors someone must demonstrate to achieve outcomes
    • Identify 8 competencies that describe your culture and place on every scorecard
  • Ensure alignment and communicate
    • Ensure there is consistency and alignment. Share with relevant parties (peers and recruiters)

How to Source

  • Referrals from your professional and personal networks
  • Referrals from your employees
  • Deputizing friends of the firm
  • Hiring recruiters
  • Hiring researchers
  • Sourcing systems (like a spreadsheet or calendar)

Interview techniques

  1. 3 P’s to clarify how valuable an accomplishment was:
    1. How did your Performance compare to the previous year’s performance?
    2. How did your Performance compare to the plan?
    3. How did your Performance compare to that of peers?
  2. People who perform well are generally pulled to greater opportunities
    1. Push – “It was mutual.” “It was time for me to leave.” “My boss and I did not get along.”
    2. Pull – “My biggest client hired me.” “My old boss recruited me to a bigger job.”

Candidate flags during hiring process:

  • Does not mention past failures
  • Exaggerates their answer
  • Takes credit for the work of others
  • Speaks poorly of past bosses
  • Cannot explain job moves
  • If people most important to candidate do not support change
  • More interested in compensation than in job
  • Tries too hard to look like an expert
  • Self-absorbed

How to select “A” Players

The Screening Interview
  • What are your career goals?
  • What are you really good at professionally?
  • What are you not good at or not interested in doing professionally?
  • Who were your last 5 bosses, and how will they each rate your performance on a 1-10 scale when we talk to them?
The Who Interview (Walk chronologically through a candidates Career with 5 questions for each job)
  • What were you hired to do?
  • What accomplishments are you most proud of?
  • What were some low points during that job?
  • Who were the people you worked with?
  • Why did you leave that job?
Focused Interview(s)
  • Team members conduct interviews that focus on outcomes and/or competencies on the scorecard
Candidate Discussion
  • Grade scorecard use skill-will framework
  • Advance those whose skill (what they are good at) and will (what they want to do) match the mission, outcomes, and competencies on the scorecard
The Reference Interview
  • Conduct reference calls from people chosen from the Who Interview
Final Decision
  • Repeat skill-will analysis

How to sell A Players

Identify which of the 5 F’s really matter to the candidate:

  • Fit
  • Family
  • Freedom
  • Fortune
  • Fun

Create and execute a plan to address the relevant F’s during the five waves of selling:

  • During sourcing
  • During interviews
  • Between offer and acceptance
  • Between acceptance and day 1
  • During the first 100 days on the job
  • Be persistent.

Avoid legal problems

  • Do not reject candidates for reasons that are not relevant to the job
  • Use the same process for all candidates
  • Use nondiscriminatory language during interviews and in written forms

Avoid illegal questions – Anything to do with:

  • Marital status
  • Intention to have children
  • Whether candidates are pregnant
  • When they were born
  • Where they were born
  • Medical conditions (unless relevant to the job)
  • Race or ethnicity
  • Sexual orientation
  • Physical or mental handicaps