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Goal for 2012: Learn How to Hire Top Performers

April 03, 2012 | Comments: 0 | Views: 172

With a slowly improving economy, you may need to do a lot of hiring in 2012 just to keep current programs operating. If you're expanding, your challenge is multiplied. The truth is that many organizations are starting to see turnover rise again. For several years, when job opportunities were few and far between, turnover was lower. Now, with the number of new job opportunities rising, most organizations are expecting that the need to hire new staff will increase.

Here's the problem. Most hiring managers (80%) have never had formal training in how to decide who to hire. No wonder there's a lot of inconsistency in outcomes - less than 15% of all new hires, the research tells us, are suitable for the job they have. Just look at the Human Resource articles that are being written today. What are their themes? Motivation and Engagement, Turnover, Employee Happiness. There's a lot of inappropriate hiring decisions being made out there; I call them "mis-hires."

As most of our readers know, hiring, in addition to leadership development, has become one of my favorite themes. Why? Turnover, even in bad economic times, is higher than it should be. A major contributing factor is due to the fact that we make hiring decisions with our intuition or "our gut." When you use your gut to decide who to hire, you are "shooting at a target in the dark without night vision goggles," so says hiring expert Carol Quinn. It's truly rare that you run across a human service hiring manager who can identify a hiring system that he or she uses that will consistently identify high performers. The word consistent is important; we can all be right once in a while; the Law of Average dictates that, but it is not skill, it's just plain luck.

During the last year, I have developed a hiring system for non-profit organizations. Step 1 is developing a clear picture of the tasks involved in any job. Step 2 is to identify the competencies necessary to satisfactorily complete those tasks. Step 3 is the use of Motivation Based Interviewing. This is where the art and science of selecting top performers converge. Because by using Motivation Based Interviewing (not to be confused with Motivational Interviewing which is a clinical tool) it is truly possible to identify those candidates who possess the motivation, attitude and fit to do a satisfactory job. This is a big step above what is commonly called "structured interviewing." To achieve the desired result from Motivation Based Interviewing, what actually happens during the interview is crucial. What questions are asked, how are they asked, what specific words are used? Motivation Based Interviewing asks not "what would you do" but "what have you done...specifically?" When you successfully select a top performer you will find that they are the ones who not only do a good job but they will also stay with your organization for longer than a year, The quality of their work and their tenure is your reward for your effort in implementing a formally structured hiring system.

If you want to learn more about how to hire top performers send me an email and request a free copy of our April 3, 2012 newsletter. Request the newsletter at

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Source: EzineArticles
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Hiring Top Performers


How To Make Hire Decisions


Assessing Skills And Attitudes Of Job Candidates

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