Hiring and Retaining Top Performers

Hiring and retaining the right people is a significant key to business success. Unfortunately, most see the hiring process as no more than a “roll of the dice.”

Employers invest huge blocks of time in reviewing resumes and interviewing applicants all too often to be disappointed in the resulting “hire” during the first 12 months. Peter Drucker pointed out years ago that more than 60% of management time is spent correcting people performance issues. Jim Collins, in his book Good to Great, observed that the people side of business is important. He emphasized getting the right people on the bus, getting the others off the bus, and then getting the right people in the right seat. “Easier said than done!”

How do companies accomplish this important task of selecting the right people and placing them in positions that fit them? The CrossGroup assists organizations to effectively integrate employee assessments into the hiring process. Though not a cure-all or quick fix, assessments can be used effectively to raise the “odds” of hiring top performers. Of greater importance, research demonstrates that employees that have “jobfit” stay longer and engage at higher levels than others.

What are the key factors to hiring and retaining top performers?

• Screen the Pool of Applicants. Companies who target and enlarge the pool of applicants are more likely to locate future top performers. Care must be taken with the initial screening process. Telephone interviews and resume sorting should screen only for critical qualifications, education and experience.
• Utilize Predictive Assessments. Today there is a new generation of assessments that measures the whole person (thinking style, behavioral traits and occupational interests). Predictive assessments allow employers to compare candidates to the working population and to the particular job being filled.
• Benchmark Success Qualities for Each Job. The key to differentiating applicants is in creating unique benchmarks for each position. To create these benchmarks, the best science is utilized by assessing successful people currently working for the company. The resulting benchmark predicts success factors with specific jobs (see the Case Study).
• Conduct an Indepth Behavioral Based Interview. Whether discussing job qualifications or personal work habits, the interview questions should invite the applicant to speak from experience. The CrossGroup uses an assessment that contains detailed applicant descriptions and behavioral based interview questions. Armed with these tools, interviewers receive the help they need to “drill down” in areas where the candidate may struggle in the prospective job.
• Make the First 90 Days a Rewarding Experience. The initial days of employment can be improved for the manager and the new employee when the manager better understands the new employee and the job requirements. The new information allows the manager to coach in a way that meets the needs of the employee and the company.
• Use the Assessment Data Globally in the Organization. As assessments are used in an organization over time, employers discover candidates that would work well in their organization, but who do not fit the job applied for. Using companywide job matches, employers may discover other positions for which the candidate is a better match. In succession planning, multiple job matches are remarkable for discovering potential candidates internally.

Employment assessments help to reduce turnover and hiring costs. Even more importantly, the end result is a more productive and engaged workforce. Retaining top performers has become a critical skill set for companies in today’s marketplace. The CrossGroup acknowledges that our approach is not a quick fix, but the investment is well worth the effort.

A Case Study

One CrossGroup client struggled with hiring experienced project managers. High turnover and performance issues were becoming a problem with this key position. We recommended inserting the Profile XT assessment into their existing hiring process.

The process was initiated by testing 20 project managers within the firm. Fifteen were identified by objective criteria to be top performers while the other five demonstrated less effectiveness. Each was tested using the Profile XT. A benchmark or success job pattern was developed that differentiated the top and bottom performers in 20 different measureable qualities (thinking style, behavioral traits, and occupational interest).

When the job pattern was put to the test in a hiring decision, the results were interesting. The company was seeking to hire a senior project manager. The finalist was a person that all agreed they wanted in the organization because of the person’s expertise, industry contacts, and specialized experience. When the candidate was compared to the newly created Project Manager Job Pattern, there were some glaring discrepancies. Using the data and the information learned in interviews, the company decided to hire the prospect in a more technical position and with a new set of expectations that fit the individual and the company needs.

This same client is using the assessment along with the PM Job Pattern as an employee development tool. Each project manager is given an individual report and the manager receives a coaching report containing employee descriptions and coaching suggestions. The managers then initiate dialogue sessions with their direct reports and work on practical ways the employee will “stretch” professionally to become more effective. These are recorded as employee development goals and reviewed regularly.

Dr. Mark Cook has been involved in training and business administration for 30 years. He is working with Jim Cross in the CrossGroup. Together, they serve clients using customized training solutions and management consultations, including employee hiring systems. Contact him at mark.cook@crossgroupinc.com

This article was published in the August 4, 2008 Fort Worth Business Press.