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When we look at hiring strategy,
obviously the strategy comes down from the boards of directors create
that strategy for the organization.
But each part of organization needs to have it's
own strategy. And the hiring strategy is actually
one of the most if not IS the most important part of the strategy.
Because when
the board puts a strategy there,
the people,
that are going to actually
fill the positions to execute the strategy are going to be the key
parts.
So when we talk hiring strategy, we're not just talking about how many people or
you know, what the wages
are going to be
or not necessarily just how people are going to be paid.
But really the strategy comes down to the most important thing is, "how are people are going
to be selected?"
Because you'll see,
in one of the other topics that we cover,
when we look at the difference between a good hiring and a bad hiring (we map it out),
you'll see that when a person is selected
the pay becomes insignificant.
Because when they are selected and they are the right person, they are going to create huge
leaps forward to achieve that strategy.
When you select the person
and they're not the right person even if it's just a very low pay, they're not
going to create the forward progress.
In fact they may slow down the progress towards the strategy.
So it's important that we should just look quickly
at what strategy is.
So we have here in the dictionary,
it says here that strategy...
"Planning for your field." It says, "Carefully devised plan of action
to achieve a goal
or the art of developing or carrying out such a plan."
That's a strategy.
So, you know,
it should be carefully worked out.
So if we look at strategy, it starts off with,
how
are we going to attract
the sort of people we want.
What are the sort of people we want?
Who do we want to come and work in our organization?
What should they look like? Feel like? But more importantly,
how productive they need to be?
And then, how do we know how productive they are?
So there's the attraction, then there's the screening.
How do we screen people?
Then it's like, how will we pay
the person?
Do we ever going to attract them across on high salary?
Or are we going to attract them across because it's a tough challenge?
Or are we going to attract them across because they earn an equity in the business?
Or is it the career path or career step?
All these things are very important.
And they all need to be really worked out,
and come up with each one where we called,
a "tactical plan."
And the tactics are really the steps that are taken to
reach and aim,
which is part of the overall strategy.
And so each one if these area's tools are going to be required once they're worked out.
And this at Performia is where we are very specialized.
We have a strategy.
We can help
your company with the strategy
and then
each one of these steps, the attracting, the screening,
the engagement,
the ongoing
pay. We can give you
the tools so as you can actually achieve each one of those
points.
And so I want to look at a little bit here.
Because
you know, some of the areas where I see
there's not a lot of thought goes in to the strategy,
is this first step of attraction.
And
you may have seen
that a lot of employers or a lot of large organizations,
they have tried to be what you called the "employer of choice."
And so basically this means
that they want to be the company that when someone come to the university or someone is good at what they do,
come out of a job, they'll go and work at that company, "I wanna work at Company X."
And this makes them the employer a choice.
But it's really interesting.
And we know a lot about this at Performia because we have very specific
measuring tools for people's productivity and really how destructive
some people could be in the workplace. So we can measure this.
So what we know is that pretty much
twenty percent of the work force are what we call "Performers". They're people that they
can actually get the job done
without any need for external orders or pressure. You put them in a job,
you set them up, off they go and they achieve the result or even better.
Sixty percent are "Doers".
They are people
that goes from basically being not productive to unbelievably effective.
And they want to help, they want to get the job done and they want to see the organization and areas of the organization do better.
But they need some help, some guidance, some
times they need pressure
to get that done.
So we also have this last twenty percent which we call "Undoers".
And these are people: if you put these guys in the organization
what's going to happen is that their acutally going to slow down and undo things.
So it doesn't matter what their wage is,
because they're costing more.
If you pay them a hundred thousand dollar a year, they're costing the company more than a
hundred thousand dollar a year because they're undoing things. And sometimes it's very
obvious they're undoing things and sometimes it's not obvious at all. You can't see these
guys gnoring away the organization for
years and years and years if ever.
So with attraction,
we don't want to attract
these people that are here, these ineffective Doers.
We want to attract the
effective Doers and the Performers.
And in the interview
these guys quite often looks so much better.
Their resumes look better. These guys are going to be professionals of
finding jobs
because their results aren't really there.
These guys here
they never even thought that they need to be professional in finding a job because they are too busy
working and doing a good job.
So becoming the Employer of Choice
for here, easy.
Just tell everybody how nice you are, how great it is to work, put wages up.
To become the Employer of Choice for here is a whole different strategy.
But these are the people you want to be attracting.
Then knowing
if you have them becomes the second step. It's the screening.
How do I know if I've got this person sitting in front of me or this person?
And so you need specific tools
and you'll see in another one
of our workshops: we go over in a lot of detail how the
screening operates.
But as an overview,
traditional hiring
uses,
we could say, resume matching.
A hundred people applied for a job,
resume comes in,
and the resume is then matched to the requirements.
And then
from there maybe twenty people stand out and they're phoned,
and talked to and they interviewed and maybe they're given all sorts of
different knowledge tests and they're given all sorts of behavioral
interviews and all sorts of things;
and then this twenty comes down to being two or three and then theres more interviews
done and finally decide, "Okay, we'll hire this person."
The problem with this is it still doesn't necessary tell us,
are we in this region or this region?
And so
the steps here go like, "Let's look at what the person looks like."
So this is for the traditional method: that's their resume,
"Let's look at them again to see what they
said they look like in the interview.
Everything looks good and they have credentials,
and they have all sorts of training and university degrees and they have all sorts of
great experience and when you reference check them it's like, "Yeah!
He was such a nice guy. Everyone loved him. We transferred him into many different departments,
He was loved everywhere."
And so this person gets hired and now
the person starts in the job and now we find out if the person is productive or
could be destructive. That's when we find out.
So in screening you need a system that can allow you
to turn this backwards.
Let's start off with the step one,
"Is the person productive?"
You don't need to: in fact you can't look at a resume to find this out.
Very few resumes will indicate whether the person is productive.
You need some tool,
to be able to screen this.
How the ad is written to attract people is one.
And the second thing is you need to have some method.
some interview method or online testing system that tells you
straight-up, how much productive is this person
on a scale of one to ten.
One being an undoer,
Ten being a performer.
And if this can be done really fast then these hundred resumes come in
and instead of resume matching, they can just be scaled down with most productive
at the top,
least productive at the bottom.
And at Performia we have this exact tool, and in fact this tool
is what allows
Performia to put in
a very key hiring strategy of only allowing productive people to come in to the
organization.
So not only do you get more
productive people talk to, these guys can also be cheaper to hire.
Because when it comes to resume matching,
It's like, this is the way that most people in the industry do
their hiring and so
the same five or ten people float to the top
the pile.
The same five or ten people are being fought over and headhunted
and Dutch auctioned.
And so the wages get pushed up.
This person that's really productive up here so their resume
maybe just an email.
And we have many, many, many examples of really productive guys that would get passed over
time off most of the time when they are hire or
looking for jobs on resume checking.
And so,
this is what allows us to turn around instead of going,
how the person looks,
how they tell you all the things they do and then you find out after you hire them.
if I can get results, how productive they are,
you can turn the system around. Let's look at.
Let's see. Okay. Let's see results, okay?
We can test and screen out all the people that can't get results
and screen in those people that we could normally pass over about
what results they get. Then we'll look at, okay. Great.
Let's tell us about how you do that. Let's look at
your personality and your match to the job. "The corporate fit."
How easy it is to train you. You need a specific
test here
or evaluation system so you know who you got in front of you. How easy they're
going to be
to grove into your organization, become productive and also part of the team, allow
others to be more productive as well.
Very important point.
And then lastly,
let's look at knowledge and
experience
and
training. Let's look at the person's background on these things.
And if I have all these sorts of things, this is a great bonus.
Quite often, if the person's result is proven, they can get results wherever
they go.
This is how long it might take them to pick up this knowledge depends on you're
organization.
What the job is.
What the statutory requirements are at and which things have to be weighed up.
And this now becomes a strategy.
Okay. Strategy is not just numbers of people you're able to hire. Strategy is not
just how we pay the people. Strategy is not just "Oh, well a person in this job needs
to have this qualification,
or this training or this much experience."
Because those sorts of strategy are just borne out,
because an organization that doesn't have the tool to screen
firstly for results.
And this is where
you need to have this
so you can have only productive people that you talked to,
to come in your organization.