Archive for March 2010

Do You Have An Effective Selection Process?

March 27, 2010

We recommend every hiring manager have a repeatable selection process consisting of three phases: job and candidate definition, screening, and evaluation.  How do you know if your selection process is any good?  If you can answer yes to these questions, you probably have an excellent selection process:

  • Do your employees respect the new hire for succeeding in your selection process?
  • Would your employees cringe if they had to go through your selection process?
  • Do weak candidates drop out of your selection process because it is too hard?
  • Are superstars attracted to your company because your selection process ensures weak candidates are not hired?
  • Every new hire, without exception, goes through your selection process?
  • A potential superstar has not dropped out of your selection process because you moved too slowly?

Develop a quality selection process, be disciplined in administering it, and empower your team for success.

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Selection Processes Reduce Chances Of Poor Hires

March 21, 2010

Select (verb) – To choose in preference to another or others; pick out (Random House Dictionary).
Process (noun) – A series of actions, changes, or functions bringing about a result (Random House Dictionary).

Does your selection process consist of a series of actions to bring about an ideal choice of candidates?  Many leaders rely on intuition, gut instinct, or some haphazard interview approach when choosing among candidates.  We recommend hiring managers use a defined, repeatable process for selecting talent.

Your selection process should include three phases:

  • job and ideal candidate definition;
  • screening;
  • evaluation.

Define the job and ideal candidate in the definition phase clarifying what is expected of the job and what the ideal candidate will look like.  The screening phase should include consistent behavior-based questioning and assessments that tie back to the job and candidate definitions.  The evaluation phase should analyze gaps and discrepancies between observed candidate behavior and job and candidate requirements.

Define the steps in your selection process, stick to them, and you will empower those in the selection process for success.

Increase Your Interpersonal Intelligence For Success

March 15, 2010

In 1983 Howard Gardner wrote the revolutionary book “Frames of Mind – The Theory of Multiple Intelligences” in which he describes seven different forms of intelligence we all posses in varying degrees: linguistic, musical, logical-mathmatical, spacial, bodily-kinesthetic, intrapersonal, and interpersonal.  Interpersonal intelligence is what makes or breaks most leaders today.

According the Gardner, “Interpersonal knowledge permits a skilled adult to read the intentions and desires – even when these have been hidden – of other individuals and, potentially, to act upon this knowledge.”  For example, leaders are often faced with trying to get their direct reports with individual aspirations and agendas to work together for the good of a team.  Fortunately today there are many tools available to help us determine our interpersonal intelligence and improve it.

Improving our interpersonal intelligence will make us better co-workers, leaders, and influencers. As Gardner says, “interpersonal intelligence is seen in how we notice distinction among others; in particular, contrasts in their moods, temperaments motivations and intentions.”

Make interpersonal intelligence improvement one of your personal development objectives and empower yourself for greater success.

Conversation Tips When Communicating To A Dominating Personality Style

March 8, 2010

Whether it is intended or not, most people when in buying or customer mode take on the characteristics of a “dominating” personality style.  It’s a natural defensive posture we all assume when we are concerned someone may take advantage of us.

The best way to present to these buyers/customers when they are in that mode is to be direct and to the point.  Don’t waste time with unnecessary small talk and overwhelming facts and figures.  Get directly to the bottom line.  Use the BLUF (Bottom Line Up Front) model when communicating.  Keep the conversation concise, focused, and on the immediate topic.  They will be impressed with an efficient, no-nonsense, business-like manner.

Remember, Peter Drucker’s advice, “Communication is what the listener does.”  Customize your delivery to the style of the listener and empower yourself for successful conversations.