From the Ask Tom mailbag:
Tom, I just read the One Most Important Thing and it does cause some thinking and wondering how much many of us are doing this all wrong. I am the owner of a business but have been in some form of leadership or management for over 15 years and I don’t ever remember a real comprehensive approach to hiring or even with the detail you offer. I am reading your new book, Hiring Talent right now and hopefully can glean much of what needs to happen in our own company. I wanted to ask you about how long you see this taking to really create a different and better culture within an organization that perhaps never used any of these tools? It almost seems a little overwhelming to be honest with you. We are going from doing none of this to doing what we should be. I may be in touch with you often for some guidance.
How long does it take for a child to learn to walk. As long as it takes. And it is always a work-in-progress. I believe the most important element of this process is you. Hiring Talent is a mindset about work. It’s a different way of looking at work and the candidates you select from your talent pool.
Most managers never consider the level of work when thinking about a new role or filling an existing role. All the tasks and activities get lumped on a list with the tagline – “and anything else we can think of.”
Level of work is the key to understanding the capability required for success in the role. Here is my quick-list on levels of work.
- S-I – Individual output, longest task – 1 day to 3 months
- S-II – Coordinate team output, longest task – 3 months to 12 months
- S-III – Create, monitor, improve system output, longest task – 12 months to 24 months
- S-IV – Integrate multiple systems and subsystems for “whole” system throughput, longest task – 2 years to 5 years
- S-V – Create, monitor, improve value chain between internal “whole” system and external market, longest task – 5 years to 10 years.