When I work is based on my unique needs and preferences: 67%
My physical work is highly conducive to the work I do and suits my unique needs and preferences: 78%
My mix of benefits can be customized based on my unique needs and preferences: 73%
My mix of cash, stock options, and other forms of compensation can be customized based on my unique needs and preferences: 67%
The incentives, recognition, and rewards my organization gives me are relevant, meaningful, and tailored to what motivates me best: 83%
Performance appraisals are relevant, meaningful, and tailored based on what I do and how I receive feedback best: 75%
What, when, and how I learn is based on my unique needs, preferences, and learning style: 73%
My organization supports me in a customized career path where subsequent jobs are based on my unique interests, needs, and capabilities: 78%
My list of job responsibilities can be tailored based on my unique strengths and interests: 79%
My organization customizes its recruiting approach based on a candidate’s unique characteristics: 55%
Hiring decisions are based on a rich and thorough understanding of the whole person and their unique traits, strengths, weaknesses, and capabilities: 71%
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You can read an excellent article co-authored by Cantrell and Smith featured in Accenture’s Outlook, its online journal for high-performance business by visiting: http://www.accenture.com/Global/Research_and_Insights/Outlook/outlook-journal-2010-workforce-of-one.htm.
Susan M. Cantrell is a Research Fellow at the Accenture Institute for High Performance and also leads her own research firm. David Smith is the Managing Director of the Accenture Talent & Organization Performance practice.
Here is an excerpt from article written by Ann Gallo for the Harvard Business Review blog. To read the complete article, check out other articles and resources, and/or sign up for a free subscription to Harvard Business Review’s Daily Alerts, please visit email@example.com.
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Hiring someone can be a time-consuming and nerve-wracking task. In an ideal situation, you find the perfect person for the position — someone who hits the ground running, increases your unit’s performance, and eases your workload. In the worst-case scenario, your seemingly perfect hire turns out to be far from it and you spend months dealing with the aftermath, including finding a replacement. Either way, it can feel like a referendum on your judgment. So how can you be sure your experience is more like the former than the latter? If you outline and adhere to a disciplined process, you can greatly improve your chances.
What the Experts Say
Claudio Fernández-Aráoz, a senior adviser at Egon Zehnder International and the author of Great People Decisions and The Definitive Guide to Recruiting in Good Times and Bad, argues that hiring decisions are pressure-filled for a reason. “It is crucial to get hiring right not only for the hiring entity, but also, and very importantly, for the person being hired,” he says. A new hire isn’t to blame for a bad hiring decision, but will shoulder much of the burden when a role doesn’t fit.
A carefully crafted hiring process can help avoid most mishaps. Adele Lynn, founder and owner of The Adele Lynn Leadership Group and author of The EQ Interview, urges that companies regard hiring as more of a science than an art, or worse a leap of faith.
Prevention is the best medicine
You can greatly reduce your chances of getting hiring decisions wrong by following a clear and consistent approach that includes knowing the traits valued across the organization (such as humility or an entrepreneurial spirit); conducting fair, structured interviews that include multiple people from the organization; and agreeing on a standard ranking system to evaluate candidates.
Getting the right person for the job requires time and discipline. Be careful of the time trap, warns Lynn. “Often, companies are desperate to fill a position, so the interview process includes some generic questions and some information about the position,” she says. Needing to fill the role yesterday is not an excuse for shortchanging the process.
Know the specific competencies you’re looking for
Fernández-Aráoz says we are hardwired to hire people who are like us or make us comfortable — but that does not always yield the best candidate. In fact, you need to be aware of what he calls the “typical unconscious psychological traps” that lead one to make inferior people decisions (e.g. overrating capability or making snap judgments). Outline the specific competencies — above and beyond the traits you look for in all new hires — that the ideal candidate needs. What skills are required? How much does experience matter? What behaviors does he need to exhibit in the role? For example, this is a role requiring seven years of computer programming experience but also an ability to work collaboratively with team members on high-pressure projects.
Screening for the right soft skills is critical. Seasoned hiring managers will tell you that it’s much harder to coach behavioral issues than it is to teach someone the technical aspects of the job. “And people who fail in a new job mostly do so because of their inability to develop proper relationships not only with their boss but also with their peers and subordinates,” says Fernández-Aráoz. To assess relational skills and emotional intelligence, “the interview should include behavior-based questions and motive and reflection questions,” says Lynn. For example, “Tell me about a time you had a conflict with a co-worker and explain how you resolved it.” The aim is to uncover the candidate’s true colors. Does he blame others for his mistakes? Does he rationalize his behavior? Or does he accept responsibility? “You get a much more thorough understanding of how a person will behave in the future,” says Lynn.
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To read the complete article, check out other articles and resources, and/or sign up for a free subscription to Harvard Business Review’s Daily Alerts, please visit firstname.lastname@example.org.
Ann Gallo is a frequent contributor to the Harvard Business Review blog.
“Noon. Commercial airline pilots will tell you it depends on which airport you’re flying out of, but generally noon is the time when you’ll avoid airport rush hours, which often coincide with workday rush hours. Weather also factors into this. For example, West Coast travelers know morning fog often delays flights, as do afternoon thunderstorms in the East. “You want to be on the ground by two in the afternoon in the summer,” said one pilot who flies east of the Mississippi. Another view: According to a few of the persons who decide to cancel flights for U.S. airlines, evening is best because carriers usually work hard to get planes where they need to be in the morning for the next day’s flight schedule.”
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Mark Di Vincenzo was a journalist for 24 years before launching Business Writers Group, a company that writes for corporate clients.
Have you ever heard an expert present a quick synopsis of her expertise? It is a wonder to behold.
This happened yesterday at our bonus program following the First Friday Book Synopsis. Linda Thomas, a certified image consultant, presented her program on The Four Generations of Your Clients: What do They Really Want From You?
The entire program was excellent. Linda was helped by her able intern/assistant/colleague/technology coach, Gen Y (Generation “WHY”) representative Krista Estes, who added greatly to the experience.
Linda has discovered, in her “image consulting” business, that image is only one piece of a bigger picture. It starts with image; then it goes to nonverbal communication issues; and now it has gone to generational understandings and issues.
First, let me explain the first sentence in this blog post: “Have you ever heard an expert present a quick synopsis of her expertise?” Linda’s presentation was not on image – but she summarized her wisdom on this issue in a handful of sentences that were breathtaking and close to brilliant in their simplicity, common sense, and helpful wisdom. She really does know what she is talking about! (I learned why it is always better to wear long sleeves. I almost always wear long sleeves — now I know why).
And then, the rest of the session was just a terrific discussion of the way different generations work and think and act… A self-described former “hippie,” Linda has sought to understand just what makes each generation different – and, thus, different to work for and with. Here is her summary of some of the key differences of the generations. It is worth looking at carefully.
If you need some image consulting, I encourage you to contact Linda Thomas. And if you are in need of a good session on how to work better dealing with multiple generations of folks, consider her program on this also. She has done her homework, and will help you think more clearly and work more effectively.