Tag Archives: hiring manager

Pay Now, Pay Later

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“I have to tell you,” Brett started, “in the urgency of the day, dealing with all the systems in my department, there is never enough time to really focus on hiring. It may be important, but it ends up as the last thing on my list and never gets started. That’s why we hired someone in HR.”

“The breakdown of any system in your department can almost always be traced to a lack of competence in one or more roles on your team. This shortfall of competence eats up your time, creates unnecessary meetings, literally sucks the life out of your team.” I stopped. “And it can be prevented.”

“How?” Brett wanted to know.

“How do you think? You can prevent a lack of competence in the role before it happens, or you can deal with the mess after it happens? How do you prevent a shortfall in competence on your team?”

“Well, I think that is what we hired the HR person to do.” he flatly stated.

“Here’s the problem. As the manager, I hold you accountable, as a matter of contract, for the output of your team. All crumbs lead back to you. I cannot hold the HR person accountable for any lack of competence on your team. It is up to you and your manager to field a competent team.”

Motivation is a Weasel Word

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“I know hiring the right person takes work,” Marianna said. “But sometimes I just don’t feel motivated to spend the time.”

“Motivated? Motivation is a weasel word. You either do the work or you do not do the work. Motivation to do the work sounds like you would rather talk about the work than actually do the work. And, yes, it is hard work, but you can either do the hard work up front or you can do the hard managing after you have selected the wrong person. You decide,” I replied.

Marianna attempted to speak, but must have swallowed her words.

I pressed on. “Look, the person who actually does the work, just does it. If you want to talk about it, you are just delaying the task, perhaps hoping that someone else will do the work for you, or that at the end of the day, you are relieved of your responsibility to make the important selection. There are no management tricks in the hiring process, just deciding what you need in the role and finding out if the person is capable of doing that work.”
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Homage to Lee Thayer, Leadership, Thinking, Being, Doing. “Motivation is a weasel word.”

Competence in Hiring

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I could see Marianna was still kicking this around in her head. “But, I have so much to do. Sitting down to spend uninterrupted time working on this role description, well, it’s just time I don’t have.”

“Time is not something you have or don’t have. You have the same time that everyone else has. The only difference is how you choose to spend that time,” I replied.

“Most of the time I don’t have a choice about the things that I do,” Marianna complained.

“So, you made a choice to allow circumstances around you dictate the actions you take. The fix is in on how you spend your time.”

“But, I don’t hire often enough to get good at. That is why sometimes I end up relying on hope. I hope the candidate can do what they say.”

“That’s why it is important to practice, to spend time, to get more competent in the hiring process. The less competent you are, the more likely you will lean on an unsuitable crutch. The less competent you are, the more likely you will be open to predators feeding on your weakness.”

Marianna was uncomfortable. “So, how do I act stronger in the interview?”

“It is not a matter of acting, it is not a matter of being strong. It is a matter of being more competent. There is no trick, no trap, just hard work on your part. Choose to spend your time, to practice, to become more competent at hiring and your life, as a manager, will be wonderful. Choose poorly and your life will be miserable.”
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Registration for our online program Hiring Talent closes today. Last chance to get in. Follow this link to register – Hiring Talent.

What to Look For, In the Interview

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Marianna was visibly confused. “There must be some trick to hiring the right person,” she protested. “I have a friend at another company who uses this test with a circle graph. It tells them who they should hire.”

“And, how is that working for them?” I asked.

She chuckled. “Truth be told, they don’t do any better than we do here.”

“So, are you going to use the circle graph test?” I wanted to know.

Marianna smiled and shook her head. “You keep saying that hiring the right people is just plain hard work, that there is no trick.”

“Lot’s of people want to get better at hiring. There are tons of books about the subject. You can go to seminars, hire consultants. Why do you think so few are successful at selecting the right people?” I asked.

“I sit across the interview table, candidate on the other side. It’s like there is a vast unknown about this person. And, as the hiring manager, I have a lot at risk. If the candidate doesn’t work out, I have damage control and then I have to start over, interviewing again.”

“Marianna, there are no tricks to beating the odds. You just have to know what the odds are, and the odds are against you. You cannot casually approach the hiring process. It requires preparation. Solid thought has to go into designing the role. Most hiring managers don’t know what they need in the role, so it’s no wonder they don’t know what to look for in the candidate.”

Marianna’s eyes closed for a moment. She was thinking. Her eyes opened, “First, I have to design the role?”

“Only, then, will you know what to look for. And it’s not on the circle graph.”
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Orientation for our online program Hiring Talent opened Monday. You can still get in on the fun. Register here – Hiring Talent.

How to Fill the Hole on the Team

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From the Ask Tom mailbag – This discussion of the manager once removed in the hiring process has sparked a bit of controversy.

Question:
The complete problem/false belief here, as I have seen and continue to read the the supposed solution is:
If the hiring manager or others in many of the situations are making poor decisions, all this comes down to poor training from the higher ups in the first place. So if you were to form a logical assertion that the higher ups are just as poorly trained (if only because they cannot or do not OR fail to train their subordinates) then why would you even assume that the MOR will fix the problem?

Response:
Your question acknowledges the failure of most organizations to even consider the value of the MOR in the hiring process. Most organizations, indeed, leave the hiring manager to twist in the wind. The hiring manager is down a player on the team and has a short term focus to replace the player. Any player who fogs a mirror is better than the open role covered by overtime, hole-plugging or work that is simply not being done.

You are also correct that most MORs are also not trained in their role as the quarterback in the recruiting process. Most MORs sit idly by, along with everyone else and watch the struggle on the part of the hiring manager.

So, why is my focus on the MOR as the solution to this dilemma?

You assume that the failure of the hiring manager to make a good selection decision is a lack of training and that if hiring managers were effectively trained, then the MOR could go back to reading a book or drinking coffee. Here’s the rub. It is NOT a matter of training, it is a matter of capability and focus.

A stratum II supervisor is playing a role to “make sure production gets done,” using schedules, checklists and conducting short huddle meetings. The longest time span tasks in this role calibrate out to twelve months and include seasonal fluctuations of production throughout the course of a year. Managing seasonal fluctuations, building to order, building for stock, increasing raw material inventory, decreasing raw material inventory according to the ebb and flow of production are within the capability of the stratum II supervisor. Identifying personnel requirements in this ebb and flow are within the visibility of the stratum II supervisor, but beyond the capability to effectively select. The stratum II hiring manager will struggle and needs the active coaching and perspective of the stratum III manager-once-removed (MOR).

It is not a matter of training, it is a matter of capability and focus. The MOR is playing a role to “create the production system,” using flowcharts, schematics, efficiency studies and longer term planning. The longest time span tasks in this role calibrate out to 24 months. The stratum III MOR is concerned, not only that production gets done, but that it gets done efficiently, predictably and profitably, all the time. The MOR knows that fogging a mirror may plug a hole in the team, but its temporary relief may only bring more problems later. The MOR knows that the creation of an effective recruiting system is more important than filling the one open position.

The hiring manager has no patience for this because their role is focused on shorter term issues, like filling today’s orders. The MOR is focused on longer term issues like making sure there is a consistent and predictable system for filling orders, forever.

Sending the hiring manager to training will not change the focus of the role, nor the time span capability of the stratum II supervisor. In some cases, training may actually frustrate the stratum II supervisor, fidgeting in class, knowing that today’s orders are not being filled.
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Orientation for our online program Hiring Talent will be released late today. There is still time to sign up at this link – Hiring Talent.

Manager Once Removed Has More Important Adult Things to Do

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From the Ask Tom mailbag –

Question:
The MOR is a tough idea to implement, since the MOR is so busy and would like to delegate all of this important and time consuming role. Plus, in our company, those in MOR positions would say they want to completely empower the hiring manager to choose his/her own people. I mean, I agree that the MOR is responsible for this hire. But, they are awfully busy. What is the specific role in the hiring process for the MOR.

Response:
Of course the Manager-Once-Removed is going to push back. “It’s not my hire. I have more important adult things to do. I have management issues. I have motivation issues. Besides, I need to empower the hiring manager. I am an effective delegator and I choose to delegate the hiring process to the hiring manager. Good luck.”

And, what we end up with is a short-cut process, with a selection decision made in desperation, by someone who is barely qualified to recognize what is really required in the role.

My response to the MOR is, what more important thing do you have to do than to build the infrastructure of your team? In fact, the reason you are so busy with your management issues and motivation issues is because you did a poor job of this in the first place.

Delegating the process to the hiring manager may sound noble, but delegated tasks must pass the time-span test. Only those tasks within the time-span capability of the team member may be delegated. There are some tasks that must be self-performed because they are more appropriately within the time-span capability of the MOR.

Specifically, what is the MOR accountable for, what is the contracted output? The MOR is accountable for creating a quality system, with carefully constructed elements that yield a sound selection from the candidate pool by the hiring manager. The MOR is accountable for the output (the selection decision) made by the hiring manager.

  • Determine if the open role is a necessary role.
  • Identify the core work (decisions to be made, problems to be solved) in the open role.
  • Ensure that a role description is properly written, with tasks organized into Key Result Areas (KRAs).
  • Assemble an interview team and create team assignments for each member in the interview process.
  • Review with the team, the critical role requirements.
  • Ensure that a bank of written interview questions are created, approximately ten questions per KRA.
  • Ensure the hiring team practices asking questions and listening for responses related to the critical role requirements. This involves role play and practice. Most hiring teams don’t practice enough to get good at the interview.
  • Coach the hiring manager through the selection process. The hiring manager must understand the role requirements, create and ask effective questions.
  • Coach the hiring manager in the final decision, using a decision matrix to effectively compare candidates.

The MOR is the quarterback of this process. The MOR does not have to personally do all the leg work, all the writing or all the analysis, but the MOR is accountable to make sure that all that happens, no shortcuts.

Do this job well and life, as a manager, is wonderful. Do this job poorly and life, as a manager, is miserable and for a very long time.
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Pre-registration for our online program Hiring Talent continues through Friday. Orientation kicks off on Monday, April 18, 2016. Here is the link for pre-registration – Hiring Talent.

Most MORs Sit on the Sideline

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From the Ask Tom mailbag –

Question:
I was in your workshop and I was intrigued with the concept of the Manager-Once-Removed in the hiring process. Indeed, we have been disappointed in the last several hires from our Hiring Managers. Now I understand why.

Response:
You were leaving your Hiring Managers to twist in the wind without so much as a word of encouragement. The single biggest change I recommend in the hiring process is to design and implement the role of the Manager-Once-Removed.

The Manager-Once-Removed is the Hiring Manager’s manager. All managers are accountable for the work output of their team, so the Manager-Once-Removed is accountable for the work output of the Hiring Manager. This means, I hold the MOR accountable for the quality of the decision made by the Hiring Manager. This accountability changes everything.

Most MORs sit on the sideline and watch the Hiring Manager make mistake after mistake. What is the sense of urgency on the part of the Hiring Manager to select someone from the candidate pool? When does the Hiring Manager want to hire someone? Try yesterday. The Hiring Manager is missing someone on the team and needs that role filled ASAP, even at the expense of shortcuts in the process.

The MOR, however, is not missing a team member and has better perspective on what is required for success two layers below. AND, most importantly, the MOR is accountable for the quality of the selection decision. The MOR is less likely to take shortcuts, is more likely to insist on a carefully crafted role description, in short, makes a much better quarterback for the process.
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Orientation for our online program, Hiring Talent, opens next Monday. Register at this link – Hiring Talent.

Who Needs to Be Fired Today?

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From the Ask Tom mailbag –

Question:
I am a manager, and I understand that I am accountable for the output of my team. My team is accountable for showing up every day with full commitment to do their best. But, I feel stymied by my colleagues, my manager and his colleagues. I know I am accountable, but my authority is constantly under pressure to keep members on my team who should have been terminated long ago. The trouble is, it’s so difficult to get rid of anybody around here. Yet, I am accountable for substandard output. My manager points to HR, HR points to policy, policy points back to me and my hands are tied.

Response:
It is not unusual for an organization to be fuzzy about hiring and firing practices. Upper management does not trust lower management to make sound decisions, and this lack of clarity creates a malaise of inaction that is allows underperformance to continue, simultaneously debilitating the morale of the rest of the team.

Elliott Jaques was quite clear that managerial accountability also requires managerial authority. Organizations underperform because this issue remains unresolved with managers, at all levels, passing the buck.

For a manager to be held accountable for the output of the team requires the manager to be given, minimum, veto authority in team member selection. Likewise, that same manager must have authority to de-select an individual from the team.

There are two implications. No manager can unilaterally make hiring and firing decisions in a vacuum. There are considerations of budget, work flow, work schedule, capacity. These circumstances create the context of the hiring and firing decisions. The second implication is the role of the manager-once-removed. The concern of upper management about the decision-making of lower management is not without merit, but, for Pete’s sake, get clear about the authority that goes with the accountability.

Manager-once-removed
——————–
Hiring manager
——————–
Team member

In hiring practice, the manager-once-removed is required to create a slate of qualified candidates for the hiring manager to select from. The manager-once-removed should be well aware of the context of the hire, including budget, work flow, work schedule and capacity planning. In this way, the manager-once-removed can be assured the hire is proper in context and that the hiring manager has a qualified slate to select from.

In firing practice, the manager-once-removed is required to be an active coach to the hiring (firing) manager. The hiring (firing) manager may de-select an individual from the team, but terminations from the company require the agreement from the manager-once-removed. Again, the manager-once-removed should be well aware of the context of the de-selection and/or termination related to budget, work flow, work schedule and capacity planning.

Most organizations leave this authority fuzzy and suffer the consequences. For a manager to be accountable for the output of the team, that manager must have the minimum veto authority on team selection and authority to de-select after due process.

So, why would the manager-once-removed want to get tangled up in this mess? Because the manager-once-removed is accountable for the output of the hiring manager. The manager-once-removed is accountable for the quality of the decision made by the hiring manager. This accountability changes everything, overnight.

As a Candidate, How Would I Interview My Manager?

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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.

Hiring Decision is Clouded by Urgency

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“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.