Have We Got The Hiring Process Totally Wrong?

Have We Got The Hiring Process Totally Wrong?

Have We Got The Hiring Process Totally Wrong?

It has been reported that “81% of people lie or bend the truth in their resumes and when being interviewed”. (Schwantes, Unknown) Candidates can talk the talk, but can they walk the walk?

Are you tired of sifting through resumes and conducting tireless interviews only to find out 2 weeks after hiring someone that they are the wrong fit?

When we are recruiting someone to fill a role in our company or team we are looking for the best available talent. So are our processes actually identifying talents or are we just testing how good people can write a resume, interview and tell stories?

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What do sports coaches, dance company’s, symphony orchestra’s, music labels and art galleries have in common when they are recruiting new people?

They conduct auditions and trials.

How do builders, plumbers and other craftsman recruit people?

They conduct apprenticeships.

So, why don’t companies and teams place potential employees through real-life situations, such as auditions or apprenticeships, when recruiting?

Let’s take a look at how you can reduce the opportunity to hire a talker rather than a walker.

When recruiting, we need to be able to assess the following:

  • Behavioural characteristics
  • Skill level
  • Values compatibility
  • Team cohesion
  • Complimentary skills to improve team performance

Audition’s, trials and apprenticeships allow you to test the candidate’s ability to perform the kinds of tasks that they are likely to tackle in a typical day. They allow you to view multiple skills, see how they work, how they prioritise, what they do when faced with challenges and you can interact with them in a work situation. It is a great way to safeguard your company or team against those who are good at bluffing their way through a situation or interview. (Smyth, Unknown)

Auditions need to be appropriate to the role recruiting for. If you are recruiting for a role that requires a lot of collaboration and management, then it might be more useful to bring all key candidates into the same room and set a group puzzle solving task. Whereas if you are recruiting for a role like a journalist, you could set them a highly technical brief and observe how they tackle challenge in a role-playing type situation.

In a group audition, try placing the candidates into groups of 4-6 people, provide them with a puzzle, and then sit back and enjoy. You will see their personalities shine through as they will naturally showcase their leadership, teamwork, working style and coping ability. At the end get them to present to the other group/s and then provide an opportunity for the group/s to provide feedback on the project and the process they went through to solve the puzzle.

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Conducting a group audition allows you to reduce the total time of the recruitment process. It also provides observations on how people react in unique, awkward and pressure situations.

If you are completing individual auditions, then you need to establish an efficient process, to ensure that you get the best value for your time. Role-playing is a great way to achieve this. It gives you the opportunity to test both technical and soft skills. You get to explore the candidate’s ability to analyse, solve puzzles, think critically and present.

The audition process allows you to reduce the element of risk. You can really hone in on the skills you are looking for rather than trying to decipher through the candidates reflection of previous stories or even making up an answer. (Smyth, Unknown)

Interviews can deceive your analysis of a candidate’s performance potential. For many people, the interview process takes them into an unnaturally uncomfortable position. This may affect their non-verbal cues such as eye contact, handshake strength and ability to control nerves. You need to make sure your judgement is based on the actual skills required in the role they are applying for rather than the “first impression” soft skills. (Smyth, Unknown)

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It is valuable to develop a meaningful measuring system to ensure all aspects of the audition are analysed effectively. You need to accurately measure and score against the skills required in the role. Therefore, it is important to ensure that the audition is based on simulations or every day work rather than a once in a lifetime crisis-type event. (Smyth, Unknown)

Some other ways to effectively assess your candidates (Lipsey, 2017; Musser, 2017):

  • Two-step role playing – Challenge their reflection & response to feedback
  • Creativity tests – Observe how candidates navigate the unexpected
  • Feedback/self Improvement – Assessing the vulnerability of a candidate
  • Paid trial period – Short-term commitment
  • Trial day – Place them into the work environment for a day
  • …athon – Set a task that requires work related skills, open it up to the market and create a competition out of it.

It’s time to find amazing talent, rather than good actors. How are you hiring?

Resources

Lipsey, R. F., (2017). Hiring A+ Candidates for Your Start-up How to Sport a Learner. The Huffington Post. Link

Musser, J., (2017). Transforming Interviews into Auditions. Sales Potential. Link

Schwantes, M., (Unknown). The Job Interview Will Soon Be Dead.  Manuseto Ventures, Inc..Link

Smyth, G., (Unknown). Do Audition-Style Interviews Really Work? Seek Insights & Resources Australia. Link

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What Does It Take To Improve Your Culture

WHAT DOES IT TAKE TO IMPROVE YOUR CULTURE?

What Does It Take To Improve Your Culture

Culture

The culture of a company, organisation or team is the make or break between growth and decline, retention and turnover, and success and failure. Too often we hear comments such as “toxic culture”, “team unrest”, “trouble in the boardroom” and “disorder in the trenches” that disrupt team cohesion, productivity and performance. If you are facing a storm in a teacup, what steps can you take to re-right the ship and ensure that your culture breeds success?

“Culture eats strategy for breakfast”.

PETER DRUCKER

WHAT IS CULTURE?

First of all, let’s take a look at what culture is. Culture is our:

  1. Shared behaviours and the way we treat each other;
  2. Voices and our actions;
  3. Products and services;
  4. Capacity to learn and transmit knowledge to succeeding generations;
  5. Customers and consumers;
  6. Way of acting and interacting with others;
  7. Combined way of life;
  8. Attitudes, beliefs and philosophies; and
  9. Community and ourselves.

What we do as a leader is ultimately more important than what we say when it comes to culture. In essence, culture is the personality and DNA of the company, organisation or team.

There are, in general, four types of organisational or team culture:

  1. We do things 1st – Our focus is making breakthroughs and creating the future through adhocracy.
  2. We do things fast – We love to compete and want to be the fastest to go to market with a short-term performance focus.
  3. We do things right – Our culture is to make incremental checks, do our homework and control the process through a hierarchical approach.
  4. We do things together – We collaborate and are focused on long-term development in a tribe type environment

“The most important thing about culture is that it is the only sustainable difference for any organisation. Anyone can copy a company’s strategy, but nobody can copy their culture.”

TORBEN RICK

THE CHANGE PROCESS

It is important to understand your current culture and what it will look like in the future is the first part of the process to support successful change. Once you understand what the future looks like, from a culture point-of-view, you then need to utilise your collaboration skills to engage your team to commence the implementation phase and begin establishing the cultural behaviours. Finally, you need to coach and mange your team so that it is embedded in the way things are done in your organisation or team.

UNDERSTAND what you want to look like and establish the expectations that are required to get there:

  1. Complete a cultural audit by evaluating your current culture and performance.
  2. Clearly define your initial vision
  3. Develop a new set of expectations by clarifying your values and behaviours

COLLABORATE through teamwork and align your team so a common vision can be achieved.

  1. Identify and clearly articulate your strategic priorities
  2. Bring your team together and engage them in developing and defining your team goals
  3. Focus on your results and build accountability through clarifying and tracking key measures

COACH and manage your team to ensure that culture is cohesively developed and ingrained.

  1. Build a management system that incorporates the cultural drivers, priorities and goals
  2. Guide, manage and communicate your new habits and routines
  3. Celebrate the small wins and build team motivation throughout the process

“A culture of discipline is a principle of business, it is a principle of greatness.”

JIM COLLINS

REQUIREMENTS FOR CHANGE

Changing an organisational or team culture is one of the biggest challenges a leader will face. This is due to a culture comprising an interlocking set of attitudes, processes, roles, goals, values, attitudes, communication and assumptions. It is unique for every organisation and team, and therefore every change requires a unique approach. A leader will need to be prepared to disrupt the organisation or teams deepest values, beliefs and what it holds closest to its heart.

Culture is deeply embedded into every layer of an organisation and requires the leader to question everything to fully understand what aspects are absolutely crucial to extract or mould for a better future. It is constantly evolving over time, although the culture is deeply linked to its history and development.

Important elements to consider when preparing for change:

  1. LISTEN to employees, by giving them a voice
  2. COMMUNICATE through 2-way communication and feedback channels
  3. LEAD by example by seeking, speaking and acting with truth
  4. FEEDBACK on a regular basis to and from employees
  5. COLLABORATE openly rather than in isolation, through encouraging sharing and healthy debates
  6. TRANSPARENCY by leveraging tools to stay on the same page
  7. APPRECIATION with a sustainable reward and recognition program
  8. CHALLENGE and encourage employees to take risks
  9. TEAM approach by creating a supportive environment that cultivates strong co-worker relationships
  10. CARE by showing that people matter
  11. ENJOYMENT in a light-hearted and fun environment
  12. PURPOSE with passion
  13. COMMON language, values and standards
  14. PERSISTANCE and consistency in your approach
  15. FLEXIBILITY by adapting and evolving throughout the process
  16. WORK-LIFE integration and/or balance
  17. EMPOWER employees by providing a sense of freedom and ownership, as well as embracing and inspiring employee autonomy
  18. BOUNDARIES that have clearly defined roles, responsibilities and accountabilities
  19. LEARNING environment through continuous training and development
  20. RECOGNISE and solve, both individual and organisation,  problems  and issues

CASE STUDY: A few real life examples of how I have implemented some of the requirements for change:

LISTEN – We implemented a “pebble in my shoe” segment during our monthly team meeting, which allowed people to openly express things that were living rent-free in their mind.

COLLABORATE – In one organization, we established a 3hour period on Wednesday afternoons for employees to work on creative team projects that were focussed on innovation .

APPRECIATION – Working in hospitality, we had a company-wide manager meeting just before lunch every day, where we recognised at least one employee or team achievement.

ENJOYMENT – Every month we had a staff party, which had a different theme, where each team worked together to create a skit, performance or show.

CARE – At a recent coaching course, the attending coaches wrote a handwritten thank you card that was individualized for every presenter.

PURPOSE – To bring out the passion from our employees we changed our values to philosophies and asked the employees to develop the meaning of each philosophy.

WORK-LIFE – I find I am most effective when I exercise before starting work and then go for a ride or run during lunch time as it provides clarity and reflection to the projects I am working on.  I have encouraged staff to do the same.

The cultural change process will test your full range of leadership skills. You cannot afford to take your attention away from the change process as a drop in momentum can have a negative effect on the cultural change. If you aren’t in the driver’s seat, you have no control over the final destination.

Tune in to next week’s article, which will discuss the leadership attributes of successful change, what a positive workplace looks like and developing a High Performance culture.

“Culture does not change because we desire to change it. Culture changes when the organisation is transformed; the culture reflects the realities of people working together every day.”

FRANCES HESSELBEIN

READ MORE ARTICLES

Are Leaders Born? Link
It’s Your Story Link
Be A Rookie Link
Art Of Communication – Change Series Part 4 Link
Achieving Successful Change – Changes Series Part 3 Link
Change Tantrums – Change Series Part 2 Link
Why Change? – Change Series Part 1 Link
I Make No Apologies This Is Me! Link

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Are leaders born Craig Johns Nelson Mandela

ARE LEADERS BORN?

nelson-mandela
Nelson Mandela – Photo Credit: Seattle Globalist

ARE LEADERS BORN?

Nature (our DNA) and nurture (environmental influences) both need to be taken into consideration when trying to understand how a leader is formed. The way I like to look at whether leaders are Born or Made, is by looking at leadership capability through the concept of a bell-curve.

At the bottom of the curve, there are ~10% of people that will struggle, no matter how hard they try, to be a good leader. Their DNA is just not wired to lead and every amount of training is unlikely to get them to a position where they can lead effectively. On the top of the bell curve are the ~10% of people who are born to lead. They are born with an innate instinct to lead. As they grow and develop they tend to continue getting better and better.

The other ~80% of people in the middle have the potential to be good leaders, if not great leaders. They have to be prepared to work really hard on their leadership skills, especially self-awareness. This involves learning how to take a ‘birds-eye-view’ of yourself, be open to asking for feedback and developing great listening skills.

However, I do believe that the world’s most exceptional visionary leaders are highly likely to only come from the ~10% of people who are born leaders.

To try and understand some of the discussion points around whether leaders are born or made, let’s look at some of the theories and evidence that support either side of the coin or both sides.

“The greatest leader is not necessarily the one who does the greatest things. They are the one who gets the people to do the greatest things.”

Ronald Reagan (Adapted) 

THEORIES

According to the Great Man Theory, popularised in the 1840’s by Thomas Carlyle and Trait Theory, people inherit certain qualities and traits, which are aligned with leadership. People are born with different qualities that predispose them to be a leader, which is similar to someone who with the natural qualities of a gifted musician or talented athlete. They will naturally excel and thrive when confronted with the appropriate situations, whereas other people will struggle. The most exceptional leaders, don’t become overnight successes, they were leaders from the onset.

Behavioural Theories emphasise that the process of teaching, learning and observation allow people to become leaders. They believe the concept of leadership is something that can be learnt, like a skill through training, practice, perception and making observations over a period of time. But, to what level can a person achieve, from a leadership point of view, if they don’t have the natural charisma, ability to influence, natural integrity, and ability to motivate and inspire?

“Leaders aren’t born, they are made. And they are made just like anything else, through hard work. And that’s the price we’ll have to pay to achieve that goal, or any goal.”

VINCE LOMBARDI

SITUATION

Some people are very good leaders in certain environments, but not others. They may lead well when they know and trust a small team they are working with, whereas they struggle in a larger team of people they don’t know so well. Even exceptional leaders are only effective when they are in specific locations or environments, for example they could be in a family, societal, community, national, or global environment.

Leaders, sometimes, don’t always stand out from the crowd. They are the quiet achievers, who have an uncanny ability lead people away from the limelight and in a very subtle way. Their quiet, softly spoken and under-the-radar approach may have a profound effect on the way people behave, how they perform and decisions they make.

“Leadership is not magnetic personality – that could just as well be a glib tongue. It is not ‘making friends and influencing people’, that is flattery. Leadership is lifting a person’s vision to high sights, the raising of a person’s performance to a higher standard, the building of a personality beyond its normal limitations.”

PETER DRUCKER

GENETIC

There are bodies of research that imply that 30% of leadership is genetic and 70% is learned. Although the percentage of genetic versus learned is likely to vary quite a lot between individual leaders, but it still implies that there is a major learning component to leadership.

Many leaders, tend to have an extroversion trait. They also tend to have high levels of empathy as well as social and emotional intelligence, whereas IQ is not always an important characteristic for a leader. As I discussed earlier, introverts can also be great leaders.

“Leadership is an observable, learnable set of practices. Leadership is not something mystical and ethereal that cannot be understood by ordinary people. Given the opportunity for feedback and practice, those with the desire and persistence to lead can substantially improve their abilities to do so.”

JAMES KOUZES & BARRY POSNER

GROWTH

Great leaders tend to be in constant growth, as they aim to improve every day. They tend to seek new experiences and a greater understanding of themselves.

People who are adjusted, social, ambitious and curious are more likely to become leaders. Their curious nature leads them to learn through mediums such as books, informal training from coaches or mentors, interpretations of life experiences, websites, observations, listening and formal training in an academic type setting.

“The leader must be able to know what followers want, when they want it, and what prevents them from getting what they want.”

BERNARD BASS

FINAL THOUGHTS

Leadership is a reflection of who you are and how you want to improve the world for the better. No matter whether leaders have come from a background of hardship and personal struggles or they have endured leadership through an abundance of resources, everyone can continue to develop their leadership skills through deliberate practice and experience.

Developing as a leader is no different to any other expert, where they grow through deliberate practice, struggle, sacrifice, hard work, and regular self-assessment.

Are leaders born?

READ MORE ARTICLES

It’s Your Story Link
Be A Rookie Link
Art Of Communication – Change Series Part 4 Link
Achieving Successful Change – Changes Series Part 3 Link
Change Tantrums – Change Series Part 2 Link
Why Change? – Change Series Part 1 Link
I Make No Apologies This Is Me! Link

LEARN MORE

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active CEO CORPORATE
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Craig Johns SPEAKER
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