Short Excerpt from Hire for Higher Performance

Chapter 1—Intentionality

Are you making hiring decisions for critical roles that require one level of performance but getting actual performance much lower than that? Do you find that you must coach your new employees at a micro-level for a much longer period of time than you expected? Do you find it difficult to engage your employees in the vision of the organization? Are your teams operating in silos and not interacting well? Is your organization’s performance below what you expected from the people you hired?

If you have answered “yes” to one or more of these questions, it is very possible that you are not getting the candidates you need in the talent acquisition process or that your selection process has gaps in it that leads to less-than-desirable hiring decisions. In either event, you have an issue that needs to be fixed, improved, and/or strengthened. You need to Hire for Higher Performance!

It would be a good idea to re-think your hiring process because (and this is the actual bottom-line of this book) performance issues that develop, or performance success that is achieved, all typically relate back to the hiring process.

Here is the very first step in a successful hiring effort:

Spend 50–80% of the time you are allotting to hiring in planning and preparing for the job requirements posting, the interview questions to be asked, and the method of scoring and ranking candidate responses. Spend only 20–50% of the allotted time on reviewing resumes, interviewing candidates, and extending the offer.

The very first thing to do is decide how much time you will spend on the entire process: How and when you will spend it? For some, this may be just a couple of hours while for others it may be several days or even weeks. Most of you will be somewhere in-between those two extremes.

The important thing to remember is that with most of your good efforts in life, you will generally get from them in proportion to the effort you make. Keep that last thought in mind as you read this book and are perhaps thinking that you can’t do it all. Let me assure you that you can, and because the effort will be directed toward bettering your own organization, you really must do as much of this process as possible—particularly the assessment and question-design parts. Once you have made the decision on the amount of time to spend, calendar it and honor your commitment to the process.

Do not say you “will try” to honor your commitment to the process. That is the same thing as saying you are not really going to do it. Remember what Yoda said in Star Wars: “There is no try—there is only do, or not do.” You will want to do what Joe Price at Intentional Achievements advised: “Be intentional—and intentional is defined as with and on purpose, by design and not by accident.” Dr. Dennis Deaton at Quma Learning calls this kind of intentional behavior having an “ownership spirit.”

Honor this hiring process as if Yoda were sitting on your shoulder, urging, “Do,” and Joe Price and Dr. Deaton were consulting with you, advising, “Be intentional,” and “Act like an owner and not like an employee.”
You have it within you to do it—so do it!