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Do not hire anybody who has been pushed out of 20 percent or more of their jobs.
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We define an A Player this way: a candidate who has at least a 90 percent chance of achieving a set of outcomes that only the top 10 percent of possible candidates could achieve.
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These who mistakes are pricey. According to studies weve done with our clients, the average hiring mistake costs fifteen times an employees base salary in hard costs and productivity loss.
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What refers to the strategies you choose, the products and services you sell, and the processes you use. You can spend your whole career chasing solutions to the million what problems plaguing your business.
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The most important decisions that businesspeople make are not what decisions, but who decisions. JIM COLLINS, AUTHOR OF GOOD TO GREAT
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are your career goals? This first question is powerful because it allows you to hear about a candidates goals and passions before you taint the discussion with your own comments. You give the candidate the first word, rather than telling the person about the company so he or she can parrot back what you just said. Ideally, a candidate will share career goals that match your companys needs. If he or she lacks goals or sounds like an echo of your own Web site, screen the person out. You are done with the call. Talented people know what they want to do and are not afraid to tell you about it.
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Its kind of like dating. If you are introduced to someone randomly in a bar, there is a chance it might work out, but you are more likely to have a higher success rate if you have a friend or family member introduce you.
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Are unclear about what is needed in a job Have a weak flow of candidates Do not trust their ability to pick out the right candidate from a group of similar-looking candidates Lose candidates they really want to join
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Scorecards describe the mission for the position, outcomes that must be accomplished, and competencies that fit with both the culture of the company and the role. You wouldnt think of having someone build you a house without an architects blueprint in hand. Dont think of hiring people for your team without this blueprint by your side.
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The first failure point of hiring is not being crystal clear about what you really want the person you hire to accomplish. You may have some vague notion of what you want. Others on your team are likely to have their own equally vague notions of what you want and need. But chances are high that your vague notions do not match theirs. Enter the scorecard, the method weve devised for designing your criteria for a particular position.
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The scorecard is composed of three parts: the jobs mission, outcomes, and competencies. Together, these three pieces describe A performance in the rolewhat a person must accomplish, and how. They provide a clear linkage between the people you hire and your strategy.
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Outcomes, the second part of a scorecard, describe what a person needs to accomplish in a role. Most of the jobs for which we hire have three to eight outcomes, ranked by order of importance.
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Competencies define how you expect a new hire to operate in the fulfillment of the job and the achievement of the outcomes.
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You should beware of candidates who need to win to an unhealthy extent because they will be battling you and your colleagues over petty things.
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You need to be committed to the success of the people who are working around you in all their domains.
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The five areas, which we call the five Fs of selling, are: fit, family, freedom, fortune, and fun. Fit ties together the companys vision, needs, and culture with the candidates goals, strengths, and values. Here is where we are going as a company. Here is how you fit in. Family takes into account the broader trauma of changing jobs. What can we do to make this change as easy as possible for your family? Freedom is the autonomy the candidate will have to make his or her own decisions. I will give you ample freedom to make decisions, and I will not micromanage you. Fortune reflects the stability of your company and the overall financial upside. If you accomplish your objectives, you will likely make [compensation amount] over the next five years. Fun describes the work environment and personal relationships the candidate will make. We like to have a lot of fun around here. I think you will find this is a culture you will really enjoy.
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A Players have never liked being micromanaged. It runs against their grainthe inherent characteristics that make them standouts in the first place. Thats even more true of Gen-X and Gen-Y A Players. Nothing will scare them off faster than the prospect of working for an overly directive boss or board. Theyre looking for positions where they will be left alone to excel.
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