Are you tired of sifting through dozens if not hundreds of resumes wondering which candidate is the right fit for the job and your organizational culture?
Are you looking for a better way to hire the right people to be more competitive?
What talents does a job require for superior performance?
The JOB has the answer! Let the job talk and listen to what it says. That’s right. Let the JOB talk through an unbiased process called a Job Benchmark.
Greg Blencoe, The Supermanager, says to hire for attitude and train for skill. Ding, ding, ding! What prize do we have for him Johnny! Couldn’t agree more! Though most organizations hire for experience and fire for attitude.
A benchmark quickly determines the behaviors, values, personal skills and task preferences required for superior performance.
A study by MSU found the employment interview was only 14% accurate in predicting future performance. One reason is we’re human and have a personal bias. The benchmark process makes it easy to remove common biases often associated with the hiring process.
The Job Benchmarking Process
The benchmark process is a unique and effective solution because it benchmarks a specific job, not the people in the job. In essence, we’re letting the JOB talk.
• Identify the Job to be Benchmarked
It’s imperative to understand why the job exists and how success in the job is measured. What’s the history of the position, and how does it fit in the company’s overall strategy.
• Identify Subject Matter Experts
Subject Matter Experts (SME) are people within the organization that have an understanding of the position. They’re important to the success of the benchmark.
• Define the Key Accountabilities
SME’s let the job talk and define the position’s key accountabilities. We ask, why does this job exist?
• Prioritize and Weigh Key Accountabilities
The Subject Matter Experts rank the key accountabilities by considering their importance and the amount of time they require.
• Respond to the Job Assessment Individually
Using the key accountabilities as a focal point, each SME will respond to the job assessment and provide their input regarding the performance requirements of the job.
• Review the Multiple Respondent Report
Based on a unique analysis, the Multiple Respondent Report combines the input of all SME’s to create a benchmark for the job that lists the job requirements in each category measured.
• Compare Talent to the Job Benchmark
New hire candidates take an online assessment. We take their results and compare it with “what the job wants.” We run a gap report so you can easily determine the best job fit and identify coaching opportunities for the onboarding process.
• Discuss the Results & Implementation Strategy
Within the framework of a company’s overall selection process, effective hiring decisions can be made and productivity can begin immediately.
Give us a call today at 315.849.1057 to learn more.
Steve,
Thanks a lot for mentioning “The Supermanager” in this post!
And this is an extremely interesting statistic.
“A study by MSU found the employment interview was only 14% accurate in predicting future performance.”
One big issue I have with interviews is that some candidates may interview well, but they may not be the right fit for the job. It seems like a lot of people who interview prefer candidates who are good at telling stories. The interviewer asks, “Can you tell me about a time when…?” and then the person being interviewed has a story prepared ahead of time for that question.
My problem is that I don’t think this typically reveals the true character of a candidate.
I like the idea of digging deep into the needs of the job through benchmarking. That should really help in locating the right candidate for the job.
It’s kind of like the job is the customer and you are trying to meet the customer’s needs which makes total sense.
Great insights Greg.
The first of seven principles in your book “The Supermanager” is “surround yourself with high-quality employees.” To me that made sense. When you mentioned hiring for attitude, I said this guy really gets it.
The beauty of the process is you do the benchmark once for the position and you can use it again and again. This means the company pays for the process only once. The only added cost are assessing candidates.
Once you hire a candidate, an onboarding document is created to show the employee any known gaps as it relates to the job and a plan to improve. So, your new hire hits the ground running as soon as they come on board.
Thanks for your comment.
Thanks, Steve!
And that’s a great point about the benchmarking process only needing to be done once. Also, the onboarding document seems like a very helpful way to get employees up to speed during this very important time.
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