Category Archives: Hiring Talent

As a Candidate, How Would I Interview My Manager?

Leave a reply

From the Ask Tom mailbag –

Question:
As most of the world does not understand levels of work, in an interview process how can a candidate ensure that he/she doesn’t end up working for someone operating/thinking at the same or a lower stratum than themselves. Are there some questions or items for a candidate to look for during the interview process to assess the requisite level of the prospective manager and even peers?

Response:
Employment and job satisfaction live on a two-way street. Both the employer and the candidate have a very important decision to make, a decision that has long term consequences, for better or worse. As I thought about my response, it occurred to me how important these issues are to the work experience of every employed person.

Here are my guideposts for managerial roles, which establish the basis for the questions I would ask, as a candidate.

  • Stratum IV – Integration of multiple systems and sub-systems.
  • Stratum III – Creation, monitoring and improvement of a single serial system.
  • Stratum II – Implementation and coordination of resources inside a system, specifically people, equipment and materials related to output.
  • Stratum I – Production work (non-managerial).

S-I – Production
If I were applying for a production role, I would want to speak with my hiring manager about these questions.

  • Briefly describe for me, my work instructions related to each process? (Here, I am not looking for a training program, I am looking for one or two sentences that are clear.)
  • Briefly describe to me what elements have to be coordinated for me to effectively complete my assigned tasks?
  • Briefly describe how you, as my manager, go about making sure all production elements are coordinated? (Here I am looking for a description of checklists and schedules.)
  • Briefly describe what changes occur during the working week that impact the production schedule, that may change my production during that week? (Here, I am looking to see how my manager responds to things that change, because things change.)
  • How long have you been in this role?

S-II – Implementation and coordination
If I were applying for a supervisory role, to make sure production gets done, I would want to speak with my hiring manager about these questions.

  • Briefly describe to me, the work flow system that I will be implementing? What are its steps? Can you draw me a diagram?
  • Briefly describe changes that have been made to the work flow system and why?
  • What production problems have been systematically prevented by the current work flow system?
  • How long have you been in this role?

S-III – Single serial system manager
If I were applying for a managerial role, to create, monitor and improve a single serial system, I would want to speak with my hiring manager about these questions.

  • Briefly describe to me, how my system interacts with other systems (departments) in the organization?
  • Briefly describe how the organization optimizes throughput, what meetings happen, what handoff transitions exist, QC stage-gates and other feedback systems?
  • What imbalances have occurred between systems and how did the organization respond to optimize the imbalance?
  • How long have you been in this role?

As a candidate, these issues, at each level of work, will predict my future job satisfaction. They will impact a positive or negative relationship with my manager. These are predictors of competence. These are elements of a competent organization.

Should HR Be Involved in Terminations

Leave a reply

From the Ask Tom mailbag –

Question:
Is it common practice for HR to be directly involved in the termination of an employee?

Response:
This question speaks to the larger role for HR in any organization. And, while some things may be common practice, common practice may often create problems.

It is an excellent idea to include HR in all processes related to de-selection and termination. There are several compliance issues related to continuance of health insurance, severance conditions and eligibility for unemployment compensation. Often these issues require specific documents and sequence that I do NOT expect managers to be expert on. Managers need to have a sound understanding, but I do not expect them to be expert.

I do not expect HR to be the “hatchet.” In the same way that managers are accountable for selection, they are also accountable for de-selection and termination.

In ALL cases, managers should be actively coached by their manager on all things related to the team. That active coaching is NOT an event, but a constant, scheduled conversation about workforce requirements, utilization, team capacity and individual capability within the team.

In the instance of termination, my rule is “two sets of eyes.” The manager and the manager-once-removed must agree on termination. A third set of eyes, from HR, is always a good idea to make sure the process is conducted within established guidelines.

Hiring Decision is Clouded by Urgency

Leave a reply

“But, it’s my decision,” Janice tried to explain. “How can you hold my manager accountable for my decision?”

“Who is your coach?” I asked.

Janice stopped cold. Her eyes briefly closed, fluttered. “My manager is my coach,” she replied.

“Prior to your last hire, did you write a role description?” I prompted.

“Well, I used one from HR. It’s an old one, but that was all they had.”

“And, what was your hiring criteria?”

“Well, I was a bit desperate, so I really needed someone who could start immediately,” Janice replied.

“And your coach, what was his hiring criteria?”

“Funny, after it was all over, he said he never would have hired the person I picked. He said the candidate wasn’t strong enough. He said I should have held up a higher standard for the position. Not to be so quick to make a decision.”

“And that’s why I hold your manager accountable for the quality of your decision. He is your coach. He sets the context for your decision. He is the quarterback for this hire. He knows what is really required for success in the role. You are concerned about production. He is concerned about building a stronger team.”

What’s Your Point?
Hiring managers are almost always under the gun to make a quick hire. There is a missing person on the team and the hiring manager is covering the work. Decision making is clouded by urgency. The hiring manager’s manager (the MOR) has clearer perspective on what is really required for success in the role. It is critical for the MOR to step up and be an active coach.

Managerial Acccountability Up the Food Chain

Leave a reply

“I understand, that, as a manager, I am accountable for the output of my team,” Janice was trying to make sense of who is accountable. “But my manager isn’t accountable for my output, is he? I thought it was only about our production teams.”

“As a manager, you are accountable for the output of your production team. You are accountable for their work output. Why shouldn’t your manager be accountable for your work output?” I asked.

“But, I don’t do production work, at least, not anymore,” she defended.

“Work is making decisions and solving problems. When your production team has a difficult decision to make or a difficult problem to solve, don’t you jump in and help them through?”

“Yes, because I am accountable for the team’s output. If I don’t help them make the right decision, I am on the hook for the consequence.”

“And you have told me that you are struggling, when it comes to hiring. You have a difficult decision to make. That’s work. What is the output of your decision making?” I prompted.

“It’s either going to be a good hire or a bad hire,” Janice relented.

“And why shouldn’t I hold your manager accountable for the quality of your decision?”

What’s Your Point?
Accountability is not just about production. Managerial accountability goes all they way up the food chain.

  • Supervisors (S-II) are accountable for the output of production.
  • Managers (S-III) are accountable for the output of supervisors (S-II).
  • Executive managers (S-IV) are accountable for the output of managers (S-III).
  • Business unit presidents (S-V) are accountable for the output of their executive managers (S-IV).

Why Hiring is Difficult (to get it right)

Leave a reply

“Sure, it would be better to know, the first day, if the candidate is going to make it. It’s such a struggle. Agonizing. Sometimes, I want to tear my hair out. Sometimes, I just want to quit,” Janice lamented.

“Tell me more,” I prompted.

“When I became a manager, three years ago, I was all excited. My chance to step up in the world, assume more responsibility. I would have a team that would report to me. I would have respect.”

“And?”

“That’s not really how it all turned out. I mean, it has its good days and bad days, but hiring people, I mean, hiring the right people is really tough. Seven people over two years. One problem, I don’t do it often enough to get good at it. Do the math, on average, once every four months I have to go back to the drawing board. It’s like starting all over, again,” she explained.

“If you did this hiring thing well, what would life be like, as a manager?” I asked.

“All that I dreamed about when I became a manager,” she replied. “I thought the role of a manager would be uplifting, important. But I always feel like I am down in the weeds. And I can tell, it’s because I don’t have the right people on my team.”

What’s Your Point?
Hiring managers don’t practice enough to get good at hiring (unless they practice). Headhunters practice everyday and they role play with your candidates. They anticipate inane questions in the interview so manicured responses sound elegant. Hiring managers don’t practice enough, so they get fooled almost every time. In what way could the hiring manager spend enough time thinking and practicing to make this a better process? If this job is done well, life as a manager is a wonderful experience.

How Long Does It Take to Know (if a new employee will make it)?

2 Replies

“I’m just not good at this,” Janice explained. “Over the past two years, I have hired seven people on my team. You would think I would get better at picking people, but this last hire is just another example of my inability to figure someone out in the interview process.”

“What is it that you are trying to figure out?” I asked.

“Whether this candidate would be any good for the job,” she replied. “I don’t have a lot of time to train and coach, though that seems to be what I do most of, when I am not engaged in damage control.”

“Damage control?”

“New recruits always screw up. And most of the time, they screw up in front of the customer. Damage control. Then, train and coach. At some point, I figure out, the new recruit is just not suited to the position. I get frustrated, and they either quit or I have to let them go.”

“How long does it take to figure that out?”

“Sometimes, it’s quick, a couple of weeks, but, as a matter of policy, we normally give a new hire the benefit of the doubt during a ninety day probation period,” she sighed.

“In what way could you have a high confidence level in the candidate’s success on the first day they show up?”

Employees can be placed at a disadvantage or have their rights violated by employers in a variety of ways.

Hiring Talent – 2016 Registration Open

Leave a reply

Registration is now open for our online program Hiring Talent – 2016. Program calendar below. As this economy ramps up, your next hires are critical. This is not a time to be casual about the hiring process. Mistakes are too expensive and margins are too thin.

This is the only program that combines an understanding of Levels of Work with Behavioral Interviewing. The research on Levels of Work is powerful science. The discipline of behavioral interviewing is the methodology for its application. This is the only program that puts these two ideas together in a practical framework for managers faced with Hiring Talent.

Purpose of this program – to train managers and HR specialists in the discipline of conducting more effective interviews in the context of a managed recruiting process.

Candidate Interview

How long is the program? We have streamlined the program so that it can be completed in 3-6 weeks. The self-paced feature allows participants to work fast or slow, depending on their personal schedule.

How do people participate in the program? This is an online program conducted by Tom Foster. Participants will be responsible for online assignments and participate in online facilitated discussion groups with other participants. This online platform is highly interactive. Participants will interact with Tom Foster and other participants as they work through the program.

Who should participate? This program is designed for Stratum III and Stratum IV managers and HR managers who play active roles in the recruiting process for their organizations.

What is the cost? The program investment is $499 per participant. Vistage members receive a $100 discount, just indicate VISTAGE in the registration.

When is the program scheduled? Registration is now open. The program is scheduled to kick-off with orientation Jan 25, 2016.

How much time is required to participate in this program? Participants should reserve approximately 2 hours per week. This program is designed so participants can complete their assignments on their own schedule anytime during each week’s assignment period.

Register now. No payment due at this time. We will send you a payment link later this week.

Jan 15, 2016

  • Registration Opens

Jan 25, 2016

  • Orientation

Week One – Role Descriptions – It’s All About the Work

  • What we are up against
  • Specific challenges in the process
  • Problems in the process
  • Defining the overall process
  • Introduction to the Role Description
  • Organizing the Role Description
  • Defining Tasks
  • Defining Goals
  • Identifying the Level of Work

Week Two

  • Publish and discuss Role Descriptions

Week Three – Interviewing for Future Behavior

  • Creating effective interview questions
  • General characteristics of effective questions
  • How to develop effective questions
  • How to interview for attitudes and non-behavioral elements
  • How to interview for Time Span
  • Assignment – Create a bank of interview questions for the specific role description

Week Four

  • Publish and discuss bank of interview questions

Week Five – Conducting the Interview

  • Organizing the interview process
  • Taking Notes during the process
  • Telephone Screening
  • Conducting the telephone interview
  • Conducting the face-to-face interview
  • Working with an interview team
  • Compiling the interview data into a Decision Matrix
  • Background Checks, Reference Checks
  • Behavioral Assessments
  • Drug Testing
  • Assignment – Conduct a face-to-face interview

Week Six

  • Publish and discuss results of interview process

Registration is now open for this program. No payment is due at this time.

If Not You, Then Who?

1 Reply

“This is all spilt milk, anyway,” Melanie snorted. “I know I have to step up, get out there, put an ad in the paper. I have gone through this before, third time this year.”

“I know,” I nodded. “I read the exit interviews. Did you know that two of the three supervisors that left you this year graduated from night school?”

Melanie’s eyes got wide. “Well, I knew they were going to school at night.”

“Did you know they had new jobs lined up three months before they graduated?”

“Well, I thought that was all talk. I didn’t pay attention to that.”

“I know you didn’t pay attention. If you had paid attention, you would have three months advance time to make a different move, prepare a new supervisor to take over. Now, you have to scramble. Melanie, the only reason you still have a job, here, as a manager, is that you are a pretty good scrambler. But, one day, you won’t be able to scramble and you’ll get sacked for a loss.”

Messenger or Manager?

Leave a reply

“I feel let down,” Melanie lamented. “One of my team members, Kyle, just quit. I don’t know how I am going to explain this to the CEO. He has a short temper for this kind of thing. The worst part, I’m just the messenger, but likely to get the brunt of it.”

“Why do you feel you are just the messenger?” I asked.

Melanie moved her head back, almost startled. “I am not sure what you mean,” she said. “I’m not the one who quit. I am just the one who has to report it upstairs.”

“You’re Kyle’s manager?” I confirmed.

“Well, yes, but Kyle is the one who quit.”

“I understand Kyle is the one who quit and I am also curious to know who is responsible for the team that is now missing a member with a backlog that is going to crunch an important deadline?”

“But, Kyle is the one who quit,” Melanie protested. “You can’t hold me accountable for the pickle we’re in. I know I am the manager, but what am I supposed to do?”

Pace and Quality

Leave a reply

From the Ask Tom mailbag:

Question:

I manage a drafting department of 12 people and have been quite successful over the past 5 or 6 years in improving the quality of our output and the morale of our team.

I have one team member with good skills but he takes forever to get anything done. In my effort over the years to make him more productive, I’ve afforded him the opportunity to become skilled at many different tasks, each time hoping that this would be the one that “clicked”. His production level, however, never improves even after the “learning curve” of any new skill is overcome.

I’m finally facing the fact that this guy will not ever make the pace we expect. Letting him go is difficult for me though, since I’ve acted all this time as his “enabler”. I probably should have realized his limitations a lot sooner and avoided the situation that I’m in now, that being, having a multi-skilled individual who ironically, is too slow.

What’s your take on this?

Response:

Some people master a skill quickly; others may complete a task only after some hard work (which takes time). Your response (training him in many skills) to the amount of time for task completion may have been misguided, making matters worse, even slowing his production time. Two critical components for every role are pace and quality. Pace and quality.

1. Determine what you need this team member to do. This should be based on what the company needs from him. What is his role? Write this down. Instead of training him on many different tasks, focus on the essentials of his deliverables. Don’t create a role around him. Determine the role and determine his capability to fill that role.

2. Baseline evaluation of the “candidate.” This is a very serious conversation. You have had conversations before, this one is different. Your prior conversations have been searching for something he might be good at. This conversation will focus on what the company needs from him in his role. This is a focusing conversation. The next conversation will be your evaluation, after one day, of his baseline performance in that role.

3. Improvement metrics. Rather than looking to train him on many different skills, the focus should be on throughput speed in the essential deliverables the company needs from the role. Examine each step in the process that speeds him up or slows him down. We don’t need him to learn a whole bunch of other skills, we simply need to get him faster at the essential skills.

4. Evaluate his long term contribution. After a period of three weeks, as a manager, you will know whether his behavior is becoming more effective or staying the same. As his manager, it will be time for you to make a judgment. It will be time for you to make a decision. Is the candidate becoming more effective in the essential role that we have for him? This is a yes or no question.

5. If the answer is yes, then you have a contributing member. If the answer is no, inform your manager that you are de-selecting this person from your team. If your manager has another role which might be suitable, turn this person over to your manager for placement. If your manager has no other role, it is time to release this person to industry.

Every part of this should be explained to the candidate. There should be no secrets. The candidate should understand the consequences of underperformance. At the same time, underperformance does not make him a bad person. It is likely that he will be relieved that he can look for a position more appropriate to his speed level, rather than live in the shadow of underperformance and constant scrutiny.