There is hardly a person I have ever known who understands talent and talent management better than my friend and colleague, Charles Parnell. Charles is an extremely intuitive person and can "peel the onion" in an interview better than anyone else I have ever known. He finds out more about people in his charming and laid back approach, and yet, still understands the need for an objective view of the position and the person. Since only 14% of interviewing is accurate, and over 33 million people a year lie on their resumes, it is essential that you match the soft and hard skills of the position to the behaviors, values and personal skills of the person to fill the position. This is an important message and your input and opinion counts...BIG TIME! Please take the time to write to Charles and share your trials, triumphs and questions when it comes to hiring, retention and promoting the right person, the first time, every time. To your success!
Today's challenge is to produce more with fewer resources for customers who demand more for less. The proper selection of talent for an organization can be a key competitive advantage in today’s workforce. It will lead to higher productivity, job satisfaction, increased morale and decreased turnover. Every organization strives for excellence and success. Part of achieving success is having the RIGHT employees with the requisite knowledge and skills working towards common goals. This includes all types of employees – professionals, leaders, managers and non–managers.
For years, organizations have hired incorrectly based on a “flawed” job description. The job description was vague and didn’t have content validity – what it asked for did not truly reflect the content of the job that must be performed. But what talent does the job require for superior performance? Only the job has the answer, so let the job talk and listen carefully. Let's use the job benchmarking process. Benchmarking positions for hiring purposes will reduce turnover, employee development costs and expensive hiring mistakes. The benchmarking process can be customized for virtually any position.
The questions that organizations must ask are:
- What are the key accountabilities of each job? These are the major reasons for serving the organization.
- What is the benchmark that we compare candidates to? The benchmark contains the following success factors: attributes/competencies, values and motivators. Is it accurate?
- Are we currently hiring people that are not RIGHT for the job? They are currently not productive.
- Are we experiencing excessive turnover – involuntary or voluntary? We, therefore, are not getting a return on our investment in human capital.
- Are we hiring people that are not maximally motivated to perform at a high level consistently?
If you are not getting positive answers to the aforementioned questions, the job benchmarking process is the answer for you.
I would like to hear from you this month regarding the challenges you face in hiring the right person for the right position. What is causing you to be less successful in this endeavor than you would like to experience in your hiring efforts? I can’t wait to hear from you!
Charles Parnell,
HPI Alliance Partner |
