The Crowley Group A coaching and consulting firm Making Selection Work GNHRA April 11, 2006.

The Crowley GroupThe Crowley GroupA coaching and consulting firmA coaching and consulting firm

Making Selection WorkMaking Selection Work

GNHRAGNHRA

April 11, 2006April 11, 2006

The Crowley GroupThe Crowley Group Partners in navigating changePartners in navigating change

Yikes!Yikes!

16% - 40% execs resign or get fired16% - 40% execs resign or get fired 30% - 35% fail30% - 35% fail 25% under-perform25% under-perform

77% go home early on Day 177% go home early on Day 1 6.2 months until an new employee 6.2 months until an new employee

starts to create valuestarts to create value


Bizarre, but trueBizarre, but true

Worked for a great leaderWorked for a great leader Worked for a great companyWorked for a great company Already a …..Already a ….. Reminds me of meReminds me of me


Our focusOur focus

What do you need to know?What do you need to know?

How to find out?How to find out?

How to maximize results?How to maximize results?



Specifics!Specifics! Job requirementsJob requirements


BARS:BARS: Customer ServiceCustomer ServiceA concern for prompt, efficient, and personalized service to A concern for prompt, efficient, and personalized service to

clients and a willingness to go out of one’s way to ensure that clients and a willingness to go out of one’s way to ensure that individual customer needs are met.individual customer needs are met.

Exceeds Expected LevelsExceeds Expected Levels 5. Treats all customers with high amounts of respect and 5. Treats all customers with high amounts of respect and

courtesy.courtesy. 4. Listens to customers to figure out what drives them (e.g., 4. Listens to customers to figure out what drives them (e.g.,

motivated by safety, profit, personal reason) and uses these motivated by safety, profit, personal reason) and uses these “hot buttons” to structure deals to meet their needs.“hot buttons” to structure deals to meet their needs.

Meets Expected LevelsMeets Expected Levels 3. Schedules regular appointments with customers to inquire 3. Schedules regular appointments with customers to inquire

about their needs for services.about their needs for services. 2. Rarely visits customers’ sites to maintain contact with key 2. Rarely visits customers’ sites to maintain contact with key

decision-makers.decision-makers.Fails to Meet Expected LevelsFails to Meet Expected Levels 1. Acts rudely towards customers by belittling their questions.1. Acts rudely towards customers by belittling their questions. Rating:Rating: Explanation for Rating:Explanation for Rating:



Specifics!Specifics! Job requirementsJob requirements Candidate requirementsCandidate requirements

Technical skillsTechnical skills Interpersonal skillsInterpersonal skills Intrapersonal skillsIntrapersonal skills Organizational skillsOrganizational skills


““Executive Intelligence”Executive Intelligence”

Regarding tasksRegarding tasks Define and prioritize elements of a problemDefine and prioritize elements of a problem Anticipate & plan around obstaclesAnticipate & plan around obstacles Critically examine underlying assumptionsCritically examine underlying assumptions Articulate strengths & weaknesses of ideasArticulate strengths & weaknesses of ideas Recognize what else they need to know & Recognize what else they need to know &

how to get the informationhow to get the information Identify “the splash”Identify “the splash”



Regarding peopleRegarding people Recognize conclusions from conversationsRecognize conclusions from conversations Spot underlying agendas and motivationsSpot underlying agendas and motivations Anticipate reactions to communicationsAnticipate reactions to communications Identify core issues and POV in a conflictIdentify core issues and POV in a conflict Identify positive outcomes and “the splash”Identify positive outcomes and “the splash” Identify and balance needs of various Identify and balance needs of various

stakeholdersstakeholders



Regarding themselvesRegarding themselves Pursue feedback and adjustPursue feedback and adjust Recognize biases & limitations and use to Recognize biases & limitations and use to

improve action plansimprove action plans Take responsibility for own mistakesTake responsibility for own mistakes Identify weaknesses in others’ arguments Identify weaknesses in others’ arguments

& reinforce strengths in one’s own& reinforce strengths in one’s own Know when to resist objections & stay the Know when to resist objections & stay the

coursecourse



Past Behavior interview questions (PBI)Past Behavior interview questions (PBI) Describe an actual experienceDescribe an actual experience Really?Really?


Are these behavioral Are these behavioral questions?questions?

1.1. Are you an introvert or an extrovert?Are you an introvert or an extrovert?

2.2. How important is it to follow the rules?How important is it to follow the rules?

3.3. What do you do about getting What do you do about getting feedback?feedback?

4.4. What values are important in the What values are important in the workplace?workplace?

5.5. What is your problem-solving style?What is your problem-solving style?

6.6. How do you handle conflict?How do you handle conflict?



Behavioral interview questionsBehavioral interview questions

Case studiesCase studies


Create a case concerningCreate a case concerning

1.1. Employee communications during Employee communications during M&AM&A

2.2. Outsourcing Outsourcing

3.3. Accounting scandalAccounting scandal

4.4. Responding to a whistle-blowerResponding to a whistle-blower



Use interview teamsUse interview teams Divide the territoryDivide the territory Experienced interviewers Experienced interviewers Include subordinates and customersInclude subordinates and customers External hires – consensusExternal hires – consensus

Internal hires – consultative or consensusInternal hires – consultative or consensus Board involvement increases failure rateBoard involvement increases failure rate


How to maximize results?How to maximize results?

““On-boarding”On-boarding” first few days first few days

effective hand-off from recruiter to managereffective hand-off from recruiter to manager access to the equipment they need access to the equipment they need smooth administrative processes smooth administrative processes

first few monthsfirst few months integrate them into the organization integrate them into the organization make them feel part of the team make them feel part of the team part of its success as soon as possible part of its success as soon as possible


Culture = How we do things Culture = How we do things herehere

A A learnedlearned set of assumptions set of assumptions

based on a group’s shared based on a group’s shared historyhistory, ,

that come to be shared and that come to be shared and unconsciousunconscious, ,

and are and are demonstrateddemonstrated at different at different levelslevels


Digging Through the Levels Digging Through the Levels of Corporate Cultural of Corporate Cultural

ArtifactsArtifacts Communicated values Communicated values Shared underlying assumptionsShared underlying assumptions


Artifacts - seen, heard, feltArtifacts - seen, heard, felt

TangibleTangible Physical Physical

environmentenvironment LanguageLanguage TechnologyTechnology ProductsProducts DecorDecor

ClothingClothing AddressAddress EmotionEmotion Stories Stories Published Published

statementsstatements Rituals & Rituals &

ceremoniesceremonies


Top 10: Making Selection Top 10: Making Selection WorkWork

1. 1. Make no assumptionsMake no assumptions.. 2. Select for intelligence 2. Select for intelligence andand skills. skills. 3. The manager’s accountable for the right start.3. The manager’s accountable for the right start. 4. Invest in getting the new hire settled in productively.4. Invest in getting the new hire settled in productively. 5. Cover all the territory with the right interviewing 5. Cover all the territory with the right interviewing

team.team. 6. “Videotape” of candidate’s success.6. “Videotape” of candidate’s success. 7. Seek consistent candidate requirements.7. Seek consistent candidate requirements. 8. Get agreement on job requirements.8. Get agreement on job requirements. 9. Recruit beyond your own network.9. Recruit beyond your own network.10. Don’t just hire your friends.10. Don’t just hire your friends.


Complimentary Complimentary Newsletter & ArticleNewsletter & Article

Navigating ChangeNavigating Change ““Making Selection Work”Making Selection Work”

Business card or emailBusiness card or email

[email protected]@TheCrowleyGroup.com


About Elaine CrowleyAbout Elaine Crowley

In her 25 year career, she has served as VP, HR/OD on 3 executive teams and In her 25 year career, she has served as VP, HR/OD on 3 executive teams and consulted to over 60 leading organizations in both the private and public sectors. consulted to over 60 leading organizations in both the private and public sectors. Elaine writes frequently on management and leadership topics, and is completing her Elaine writes frequently on management and leadership topics, and is completing her fourth book, this one on the most effective executive coaching techniques. She holds fourth book, this one on the most effective executive coaching techniques. She holds an M.Ed. In Psychology.an M.Ed. In Psychology.

Elaine and her colleagues partner with you as you navigate change. Elaine and her colleagues partner with you as you navigate change.

The Crowley GroupThe Crowley Group develops leaders, teams and organizations by develops leaders, teams and organizations by Executive CoachingExecutive Coaching Team building and Change ManagementTeam building and Change Management Facilitation and MediationFacilitation and Mediation Custom workshops with follow-up coachingCustom workshops with follow-up coaching Building commitment by aligning staff with strategyBuilding commitment by aligning staff with strategy M&A launchesM&A launches

1001 Marina Drive, Suite 107 Marina Bay MA 02171 1001 Marina Drive, Suite 107 Marina Bay MA 02171 [email protected]@TheCrowleyGroup.com 617-471-1800 617-471-1800

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The Crowley Group A coaching and consulting firm Making Selection Work GNHRA April 11, 2006.

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