This webinar will turn our attention to methods that you, individually, or collectively within your organization, can use to make better decisions on hiring new employees while keeping an eye on measuring and retention.
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We Got One! How to Measure a Recently Hired Person
1. We Got One! How to Measure
How Well You’re Hiring
Tom Morley, President, Snowflake Llc
2. www.highroadsolution.com
Today’s Content Leader
Tom Morley
President, Snowflake LLC
• Strategy, organization, and people
subject matter expert
• 17 years consulting to leaders in all
sectors, US and abroad
• Twitter: @snowflakellc
3. www.highroadsolution.com
The “right” people
A Simple Workforce Challenge
InspireHireIdentify
• A changing world calls for different resources
• People are a limiting factor for strategy
• It’s hard to hire the people you need
• Today’s challenges require inspired solutions
4. www.highroadsolution.com
Did We Get This One Right?
Measuring what’s important about individuals
• Typical measurable elements of “right”
– Readiness – Prepared for what’s expected
– Performance – Delivering results, good “fit”
• These elements cover other indicators
• The organization may have other factors
6. www.highroadsolution.com
Readiness
Is the employee prepared to contribute when asked?
• Knowledge and skills at prescribed times
– Measure milestone capabilities
– Align with development plans
• Three primary methods:
– Requirements tracking
– Gateway knowledge assessment
– Short-term evaluation
7. www.highroadsolution.com
Readiness
Requirements tracking – “Did he/she get the basics?”
• Benefits
– Simplest form to track
– Can measure and respond within activity
– Data can be collected and analyzed
• Problems
– Assumes training effectiveness
– Tests are often too easy
– No clear consequences
8. www.highroadsolution.com
Readiness
Gateway knowledge assessment – “Is he/she ready?”
• Benefits
– Rigorous
– Tests knowledge, not memory
– Can identify and address gaps
• Problems
– How much is “too much”?
– Wrong person, or wrong program?*
– Possible legal risks
9. www.highroadsolution.com
Readiness
Short-term evaluation – “Is this working out?”
• Benefits
– Early recognition
– Opportunity to correct
– May be able to identify commonalities
• Problems
– Can be highly subjective
– Whose “fault” is it?*
– Limited, often costly options
11. www.highroadsolution.com
Performance
Is the person continuously contributing as expected?
• Accomplishing, inspiring, and advancing
– Evaluate results of work and participation
– Assess and project impact on organization
• Three primary methods:
– Performance reviews
– Achievements
– Return on investment (ROI)
12. www.highroadsolution.com
Performance
Reviews – “Is he/she having the expected impact?”
• Common types of reviews
– Routine interim and annual
– On-going dialogue
– 360o
feedback
– PIP evaluations
• Competency assessments – performance?
13. www.highroadsolution.com
Performance
Reviews – “Is he/she having the expected impact?”
• Benefits
– Assess contributions and “fit”
– Positive and negative incentivization
– Realignment and continuous growth
• Problems
– Subjectivity, real or perceived
– Tendency to over-rate
– Too infrequent, no dialogue
14. www.highroadsolution.com
Performance
Reviews – “Is he/she having the expected impact?”
• Key indicator of “right”, if you:
– Measure what matters
– Align and adjust
– Ensure “realism” and feasibility
– Include effects on work environment
– Provide adequate support
– Train managers
– Review and reconcile
• Can tie back to hiring
15. www.highroadsolution.com
Performance
Achievements – “Does the individual ‘stand out’”?
• Common types of verifiable achievements
– Promotions (individual’s or others’)
– Initiative leadership or participation
– Internal and external awards
– Industry thought leadership
16. www.highroadsolution.com
Performance
Achievements – “Does the individual ‘stand out’?”
• Benefits
– Indicates intangible leadership qualities
– Recognizes “going the extra mile”
– Can be sufficient reward by itself
• Problems
– Validity of promotions
– Need to distinguish quality, quantity
– Impediments to opportunity
17. www.highroadsolution.com
Performance
ROI – “What is his/her impact on the ‘bottom line’?”
• Benefits
– Outcome-oriented
– Very specific indicator of impacts
– Quantitative, difficult to dispute
• Problems
– Requires complete, accurate data
– Primarily supports transactional
– Hard to establish cause-and-effect
20. www.highroadsolution.com
Are We Getting Them Right?
Measuring aggregate hiring effectiveness
• Typical measurable elements of overall workforce
– Recruiting
– Hiring
– Selection
– Retention
• Statistics don’t lie, but they do misdirect
21. www.highroadsolution.com
Recruiting
Are we identifying the right candidates?
• Delivering a qualified pool to choose from
– Analyze applicant statistics
– Assess efficacy of identification
• Key statistics:
– Gross number and proportion qualified
– Alignment of managers and recruiters
– “Dropout” rate
22. www.highroadsolution.com
Recruiting
Contributions of recruiting statistics
• Benefits
– Determine if recruiting strategy is working
– Monitor performance of recruiters
– Improve communications
• Problems
– Rely on appropriateness of definitions
– Require explanatory analysis
– Some aspects beyond control
23. www.highroadsolution.com
Recruiting
Exploring recruiting issues
• Key explanatory statistics
– Qualified candidates by source
– Number and percentage qualified by role
– Time from contact to interview
• Qualitative indicators
– Individual candidate feedback
– Labor market surveys
24. www.highroadsolution.com
Hiring
Are the people we want accepting our offers?
• Securing the selections
– Evaluate hiring statistics
– Assess ability to capture
• Key statistics:
– Total acceptance rate
– Average rank choice accepting
27. www.highroadsolution.com
Selection
Are the people we’re hiring turning out “right”?
• Investigating outcomes
– Review performance statistics
– Assess workforce potential
• Key statistics:
– Distribution of performance ratings
– Average time in position, # of promotions
– Proportion of positions filled internally
28. www.highroadsolution.com
Selection
Contributions of selection statistics
• Benefits
– Potentially best indicator across life cycle
– Possibility of discovering systemic issues
• Problems
– Many other factors may explain
– Require explanatory analysis
– Some aspects beyond control
29. www.highroadsolution.com
Selection
Exploring potential selection issues
• Key explanatory statistics
– Aggregate department, enterprise performance
– Distribution of ratings vs. outcomes
– Proportion of internal openings to staff
• Qualitative indicators
– Employee, culture surveys
– Organization assessments
30. www.highroadsolution.com
Retention
Are the “right” people sticking around?
• Evaluating retention
– Assess turnover statistics
– Determine elements within control
• Key statistics:
– Turnover rate by performance ratings
31. www.highroadsolution.com
Retention
Contributions of retention statistics
• Benefits
– Identify potential environmental concerns
– Possible indicator of incentive misalignment
– Discover need for policy changes
• Problems
– Require explanatory analysis
– Market dependencies
– Some aspects beyond control
32. www.highroadsolution.com
Selection
Exploring potential retention issues
• Key explanatory statistics
– Average annual increase and incentive payments
– Proportion of promotion opportunities to staff
– Turnover after training, certification, etc.
– Turnover by job, manager, department
• Qualitative indicators
– Exit interviews, surveys
– External economy, market review
34. www.highroadsolution.com
Summary
Measuring “right” – the individual and the process
• Have to define “right” to hire “right”
• Getting it “wrong” is costly, affects brand
• “Effectiveness” vs. “explanatory” measures
• Individual monitoring allows real-time correction
• Process evaluation:
– Can identify systemic challenges
– May not fix individual situations
• Environment may play a major role
35. www.highroadsolution.com
More Information
Learn more about best practices and how they might
apply to your organization
Snowflake LLC
+1.540.931.9943
info@snowflakellc.com
www.snowflakellc.com/contact
Facebook: www.facebook.com/snowflakellc
Twitter: @snowflakellc