Successfully Hire, Mentor, Retain and Lead Teams

Successfully Hire, Mentor, Retain and Lead Teams

Finding highly-qualified professionals and then managing them successfully is one of the most difficult tasks leaders face. Just a small number of poor performers can bring down a team and impact delivering a great product. On top of poor hiring practices, when leaders fail to inspire, enable and provide an environment where their team can collaborate and thrive, they will consistently produce mediocre results.

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Bermon Painter

February 27, 2020
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  1. SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD TEAMS @BERMONPAINTER / #CONFOO

    SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD TEAMS CONFOO – MONTREAL @BERMONPAINTER / #CONFOO
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    Agenda Writing Effective Job Descriptions Sourcing Candidates Interviewing Techniques Closing the Candidate Effective 1:1’s Candid Feedback & Coaching Parting with Poor Performers
  3. SUCCESSFULLY HIRE, MENTOR, RETAIN AND LEAD TEAMS @BERMONPAINTER / #CONFOO

    RECRUITING THE BEST
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    Recruiting Process DEFINE THE JOB SOURCE INTERVIEW ASSESS DECISION OFFER To find and hire the best people, you have to have a well designed an intentional approach that clearly defines the opportunities present that will attract and close the best people, not merely an approach to fill jobs based on a checklist of often irrelevant and unattractive criteria.
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    Understanding Top Performers Looking for bigger, better jobs with more opportunities They’ll use more variables when making their decision to accept or decline an offer The won’t apply to standard job descriptions They may not always have the exact set of skills, experience, or education 1 2 3 4
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    WRITING EFFECTIVE JOB DESCRIPTIONS
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    Effective Job Descriptions Job descriptions should accurately reflect the role the candidate will perform after they are hired and clearly define the opportunities they will have while differentiate you from your competitors. Don’t publish boring ads that only emphasize skills and qualifications.
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    Writing Performance Profiles • Define 4-6 major objectives a candidate taking the role needs to be able to do. • Develop 2-3 sub-objectives to support each major objective • Review each objective you’ve defined and convert them from "having" to doing”. Convert each major technical skill in to a specific objectives and how they are used on the job. • Define the necessary team skills by converting the most important performance objectives around how a candidate will work on projects and with other team members. • Define management and organization objectives along with the organizational competencies that the candidate should be able to do in relation to the objectives. • Address both short and long term tactical, technical, management or team needs. • Select the 6-8 most important objectives and sort them in priority order to create a performance profile. 1 2 3 4 5 6 7
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    Example – UI Developer Summary The UI Developer is a member of the experience design practice and is responsible for the development, enhancement, and delivery of enterprise-level applications. This will typically consist of working with both the experience design and application development practices to craft usable, useful and valuable user interfaces. Performance Objectives 1. Coordinate the efforts to create front-end documentation and pattern libraries. This requires coordinating with both experience design and development to outline existing vs. new design patterns, any inconsistencies that may exist and offer recommendations on how final patterns should be translated to HTML, CSS and JavaScript. 2. Analyze existing front-end architectures. Conduct a detailed review of clients’ front-end architecture in order to identify key bottlenecks that reduce performance and maintainability. Develop a plan to improve speed and accessibility and introduce new ways to modularize the front-end. 3. Create modular front-end architectures. Coordinate with experience designers to write custom HTML, CSS, and JavaScript modules that function across modern browsers. 4. Coordinate with designers to develop prototypes and proof of concepts. Work with multiple stakeholders to investigate, analyze, and understand business objectives and complex business problems. Provide technical assessments and develop technically feasible solutions for improvements, upgrades, and modifications. 5. Create and document coding standards. Coordinate with other development leads to create and document consistent coding standards and best practices for HTML, CSS, and JavaScript. 6. Improve integration between experience design and application development practices within a agile methodology. Help improve process guidelines along with user experience designers and developers in order to increase communication across disciplines, provide better support the business needs of the stakeholders, and how the disciplines should work together within an agile methodology.
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    Takeaways • The job description can often be the first touchpoint a candidate has with your team • Create performance profiles that describe the job, not the person taking the job • Clearly define any realistic opportunities that would be attractive to top candidates • Ensure that all involved in the recruiting process understand the “real” job • Understand that the best candidates are looking for work based on what opportunities are available that allow them to grow, not a list of skills 1 2 3 4 5
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    SOURCING CANDIDATES
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    Common Challenges Poorly designed career website and hard-to-find job openings Boring job descriptions Cumbersome application process Lazy or lackluster hiring managers The wrong perspective Thinking recruiting is selling 1 2 3 4 5 6
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    Takeaways Increase your brand recognition by being involved in the community Speak or send your team out to speak at meetups and other events Network continually Be patient 1 2 3 4
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    INTERVIEWING TECHNIQUES
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    LEVEL 3 LEVEL 4 LEVEL 5 LEVEL 1 LEVEL 2
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    The Purposes of an Interview Collect evidence that the candidate is both competent and motivated to meet the expectations outlined in the job description Asses the competency of the candidate and create opportunity for the role at the same time. Leave candidates with the feeling like their knowledge and abilities have been challenged, they've been assessed properly, and know that the firm offers a true career opportunity. 1 2 3
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    The Best Interview Question Out of everything you’ve accomplished in your career, what stands out as most significant? Now tell me about it?
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    Performance-based Approach Step 1 - Determine the candidates motivation Overview: Find out what's already been covered in previous conversations. This will help focus your questions and fact finding efforts. You're attempting to determine if the person wants this job ans assess the source of their motivation to work with EY. Questions: Thanks for coming today. Based on your discussions with EY so far, give me a quick overview of your thoughts about the job? • What are you looking for in a new job? • Why is having ________________ important to you? • Why do you think this job meets that criteria? Step 2 - Review the candidates work history and background Overview: Review at a minimum, the last 3-4 positions the candidate has had. Discuss at a high level to develop a detailed structure behind their experience and accomplishments. You're looking to better understand the type of work they performed, where they sat in the organization, why they left previous jobs, and explain any gaps in employment. You'll ask them to list, but not provide detail, around any big projects. You'll talk about those in the next step. You only want a high-level overview for this step. Questions: • Please tell me about your most recent job • What was your position? • What were your responsibilities? • Did you receive any recognition for the work you did? • Tell me about your education and any advanced training you've received? Hire With Your Head – Lou Adler
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    Performance-based Approach Step 3 - Assess 3-4 major individual accomplishments Overview: Based on what you’ve discussed in step 2 where you’ve reviewed the work history select some of the highlights that best meet your needs to help you gather detailed evidence of the candidates performance. Questions: • Tell us about a major project or accomplishment that you're proud of. • Project Overview • What was the purpose of the project? • What objectives were expected? • What was the environment like? (team size, pace of the project) • Individual Responsibilities • Outline the team structure and where you plugged in. • How did you go about planning the activities related to your role? • What were the expectations the team had around your responsibilities? • Showing Initiative • Provide us with 2-3 examples where to took initiative to change or improve something on the project. • Where did you push the envelope? Hire With Your Head – Lou Adler
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    Performance-based Approach Step 4 - Assess Major Team Accomplishments Overview: Spend a great deal of time better understanding their team accomplishments, using specific team fact-finding follow-up questions. Observe trendline changes. Make note of the types of people on the team, variety of functions they’ve worked with, and how influential the person was changing the direction of the team. It may be helpful to have the candidate illustrate an org chart. Questions: • What was your role on the team? • What was the goal and did you and your team achieve results? • How did you improve and learn? • Influence • Who was the toughest person to influence? • How did you influence results? • What were examples where somebody on the team influenced you? • Mentorship • Did you mentor anyone on this project? • Give me three examples of coaching others? • Did anyone mentor you? • Challenges & Conflict • What were the biggest team problems? • Who was your best and worst supervisor? Why? • What did you do when someone missed a deadline? • Examples • What would you do if _______________? • How would you make this tradeoff? • How would you make this business case? Hire With Your Head – Lou Adler
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    Performance-based Approach Step 5 - Determine interest & recruit Overview: Don’t end the interview on a neutral note. Done properly, the close can be a useful way to begin the recruiting process without overselling. State that you’ve spoken with other strong candidates. If applicable that you’re impressed with some of the work they’ve done. Potential statement to wrap up the interview: “Although we’re seeing some other fine candidates, I personally think you have a very strong background. We’ll get back to you in a few days, but what are your thoughts now about this position?” Questions: • What are your thoughts about this job? • Is this something you’d like to consider further? Why? Why not? • Are there other jobs you’re considering? • Compared to the other jobs, how interested are you in this one between 1-10? Why? • If they rated interest below a 7, ask what would it take to get to an 8-9? What do you like/dislike? Other talking points to consider: • Describe any concerns to create a gap • Mention other strong contenders • Discuss compensation needs and their availability • Review next steps Hire With Your Head – Lou Adler
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    Assessing the Candidate Area Level 1 Level 2 Level 3 Level 4 Level 5 2 Technical Skills • Can't do the work. • Doesn't meet minimal standards. • Doesn't learn. • Can do the work but needs additional training and supervision. • Struggles to learn. • Can perform required tasks. • Requires minimum supervision. • Can learn anything. • Does more than required, does it better and faster than the average person. • Self managed. • Trains others. Learns fast. • Sets the standards. • Leader in the field. • Motivates and leads others. 2 Motivated to do the Work • Passive. • Doesn't want to do the work. • No interest in the position. • Will do the work if urged or pushed. • Avoids issues, reactive. • Isn't improving. • Self-motivated to do the work with normal supervision. • Proactively handles issues. • Takes the initiative to do more, faster & better. • Looks for problems to solves. • Self-improves skills. • Totally committed to do what it takes to get the work done. • Wants to excel. • Constant self-improvement. 3 Team Skills • Uncooporative & negative. • Hires problems. • Causes conflict. • Will cooporate if asked. • Needs urging to be involved with others. • Avoids problems. • Can't handle conflict. • Fully cooperated with others witout being urged. • Openly addresses problems. • Accepts conflict. • Pushes viewpoint. • Takes initiative to help others. • Antitipates problems. • Persuassive & motivates others. • Handles conflict well. • Takes the lead. • Persuades, inspires, motivates, and coaches. • Minimizes conflict. • Diplomatic. • Proactively developers others. • Asked to lead. 4 Problem Solving • Didn't understand any key issues or develop any solutoons. • Doesn't know how to start or collect information. • Understood most issues and developed average solutions. • Needs support to correctly solve problems. • Inconsistent approach to problem solving. • Clearly understood all key issues and developed reasonable solutions. • Logical approach. • Will involve others. • Quickly understood all key issues. • Works with others to develop multiple solutions. • See's secondary solutions and their impact. • Seeks out better solutions. • Understood all issues. • Developed great solutions with new isnights. • Sees cause and effect. 5 Achieves Comparable Results • Experience and accomplishments are a complete mismatch. • Has some comparable accomplishments. • Requires extra training and support. • Accomplishments are comparable. • Has handled similar projects with solid and comparable results. • Has achieved better results handling similar projects in a similar environment. • Has achieved exceltional results in scope, span, size, scale, complexity, and culture match. 5 Planning & Execution • Unorganized & weak planner. • Very reactive. • Wastes losts of time. • Misses most issues. • Average organization skills. • Knows how to plan but needs help & has to be pushed. • Reactive. • Solid planner and organizer. • Han handle all job needs. • Anticipates issues. • Efficient and considers key issues. • Gets work done. • Efficient planning, organizing, and execution. • Anticipates and minimizes problems. • Overcomes challenges. • Coordinates and handles complex challenges smoothly. • Anticipates everything. • Sees the big picture and all issues. 7 Environment & Culture Fit • Complete mismatch on culture and/or environment. • Has been the cause of problems. • Reasonable match but not perfect. • Needs polishing. • Limited track record. • Very close match on culture and environment. • • Track redord indicates an excellent match on culture and environment. • Thrives in this type of environment and culture. • History shows a smooth transition. 8 Trend of Growth Over Time • No personal or business growth noted. • Makes excuses and blames others. • Job trend is up and down. • Some professional & personal growth. • Capable, but needs to be pushed to grow. • Job trend is flat. • Consistent growth pattern. • Takes initiative to improve self. • Job trend is slightly up. • Consistently growing. • Takes pride in personal development and pushes to excel. • Strong upward job trend. • Great growth trend supported by results. • Goes the extra mile for personal development. • Great upward job trend. 9 Character & Values • Questionable character. • Doesn't align with team or compan values. • Reasonable character. • Job somewhat fits values and needs. • Solid character. • Job is a strong fit with values & motivations. • Highly principled character. • Job clearly meets values & motivations. • Influences others character. • Strongly committed person of great character. • Role model. • Impacts group. • Sets standards of behavior. 10 Overall Potential • The role is over their head. • Multiple problems that are not correctable. • Can handle the role but will require extra training, support, and supervision. • Can handle all critical aspects of the role and meets most current needs. • Has the potential to grow quickly. • Can handle all parts of the role and will make a quick impact. • Will provide a near-term upside. • Will make quick impact. • Shows great potential for promotion. • Potential leader. Hire With Your Head – Lou Adler
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    Takeaways • Don’t ask clever interview questions • Hire candidates that are both competent and motivated to do the work • Keep your unconscious biases in check • Remain objective throughout the interview process • Collect information across multiple factors • Use an evidenced based approach • Turn generalities into specifics by getting examples of everything 1 2 3 4 5 6 7
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    CLOSING THE CANDIDATE
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    When to talk money DEFINE THE JOB SOURCE INTERVIEW ASSESS DECISION OFFER $ $ $ $ $
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    Primary Close Assuming we can make an attractive offer, how does the job and challenge appeal to you?
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    Primary Close We’re thinking of putting an offer together for you, but we’d like to know your thoughts now about the job, What do you think if we could put a package together in the range of $____ to $_____?
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    Primary Close As part of a final offer, we’re considering a ___________ that consists of ___________. Is this consistent with your expectations?
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    Secondary Close Since it seems like we’re in agreement on all of the terms, when do you think you could start if we could formalize this package in the next few days? If we could put this offer in writing today or tomorrow, when would you be in a position to give us a formal acceptance?
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    Secondary Close I’m concerned that you’re now hesitant to move forward. I thought we had already agreed to all of the points in the offer. Has something happened to change your mind?
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    Practice 1. Assuming we can make an attractive offer, how does the job and challenge appeal to you 2. We’re thinking of putting an offer together for you, but we’d like to know your thoughts now about the job, What do you think if we could put a package together in the range of $____ to $_____? 3. As part of a final offer, we’re considering a ___________ that consists of ___________. Is this consistent with your expectations? 4. Since it seems like we’re in agreement on all of the terms, when do you think you could start if we could formalize this package in the next few days?
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    Cardinal Rules when Making Offers Never make an offer before it’s accepted. Provide a compelling vision that overwhelms the past 1 2
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    Key to getting an offer accepted Create a compelling opportunity, present it early and often, and make the candidate earn the right to have it.
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    Final Recruiting Takeaways Write compelling job descriptions that describe real job needs, not ads that emphasize skills and qualifications. Design every aspect of sourcing to attract top people (whether active or passive) Organize the interview to assess competency and create opportunity at the same time Make recruiting, negotiating offers, and closing a natural, integrated part of each step in the hiring process 1 2 3 4
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    EFFECTIVE 1:1’s
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    1:1 Approach 30 minutes each week Same time each week Listen more than you speak Encourage a mentor/mentee mindset 1 2 3 4
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    1:1 Format ~10 minutes for your direct report ~10 minutes for the future (goal progress / objectives + key results format) ~10 minutes for any updates from you (follow-up items, feedback or coaching) 1 2 3
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    OKR Example Objective #1 • Key Result #1 • Key Result #2 Objective #2 • Key Result #1 • Key Result #2 Objective #3 • Key Result #1
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    FEEDBACK & COACHING
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    Two Types Performance Professional Development 1 2
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    Development: Start the conversation Don’t waste time with small talk. “What’s on your mind?” Focus on projects, people and behavioral patterns (good and bad) 1 2
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    Development: Prompt for more And what else? And what else could you do? And what else is a challenge here for you? And what else might be possible? What’s the real problem here for you?
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    Development Takeaways Start the conversation What’s going on? / What’s on your mind? Prompt for more details And what else (is on your mind)? Or And what else could you do? Encourage focus What’s the real challenge here for you? Or If you had to pick one of these to focus on, which one would be the real challenge here for you? Determine plan of action What do you want? Or How can I help? / What do you want from me? Move on Is there anything else? 1 2 3 4 5
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    Performance: The Coaching Pattern When you do __________________ (your action/habit) _________________ happens _______________ (the trigger) What could you do instead? 1 2 3
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    Practice: Your team member is constantly not communicating late deliveries When you do __________________ (your action/habit) _________________ happens _______________ (the trigger) What could you do instead? 1 2 3 What’s on your mind? or Is now a bad time to talk?
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    PARTING WITH POOR PERFORMERS
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    Approach Leverage the coaching model. Be frank and clear in the behavior issue. Outline what’s working/not working and provide enough time to self-correct If behavior persists, create a corrective action plan and inform HR. Outline what’s working/not working and provide enough time to self-correct Terminate 1 2 3 4 5
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    Termination Guidelines Be absolutely clear and concise. Don’t sugarcoat. “You’re fired.” Or “Today is your last day" Outline the terms of the termination Detail why they are being terminated (leverage the corrective action) 1 2 3
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    Resources
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    Let’s Chat Open Office Hours Friday afternoons: 17:00-19:00 https://calendly.com/bermon-painter Twitter/Linkedin @bermonpainter