Mentor Plus® . . . We Mentor the Mentors
General Info About MP Training-Offerings
MNP Case Study
Consulting Accountants' RoundTable
Mentor In a Minute Newlsetter Archives
The Future is Here
Accountability - The Myth
5 Ways Your Clients Can Effectively Raise Prices
Clients Vote With Their Feet
April Fools Day - War of the Worlds
Entrepreneur's Day Should Be Every Day
Harvesting The Lifetime Value of a Client
Historian or Futurist?
Is it ok to give it away?
Making Financial Statements Relevant
May Day Drumming For Team Building
New Tool For Multi-Generational Workforce Conflict
Selecting The Right Talent
5 things the most successful accounting firms are doing to lap their competition on the track
What Will Clients Remember About Your Firm?
What's Your Fumble Recovery Strategy
It's dysfunctional compensation time, a.k.a. the Holiday bonus
Not all bonus plans are created equal - How do you build one that works?
Is it a people or process issue?
The Accidental Advisor
Does your brain need a vacation? Tips to stay sharp!
27 out of 31
Talent Management Trends for 2012
Emotions in the Workplace - The Key to Keeping Everyone Focused
October 2011 CART Report
Engagement - Is your team engaged?
About Us - Contact
Selecting The "Right" Talent
By Steve Osborne - President Mentor Plus
I was speaking with a client last week about how they make their hiring decisions. They indicated that they had just hired a person and it had come down to two candidates. I asked how they made their decision on which one to hire and they remarked, “It was a bit of a coin toss”.
It always amazes me that such an important decision, as bringing someone new into your organization is made so quickly, without more thought. When you consider the investment of time and resources it takes to get someone onboard, productive, and part of the team; it makes sense to have a system that increases your probability of success. Some estimates of hard costs may be as much as the first year’s salary and if the candidate doesn’t work out, it can be a big set-back for the organization.
So how can you increase your odds that your selection process is going to be successful?
We start by looking at the Job and what the needs are for that position in the organization. Others may rush to write a Job Description and get the want ad posted. We believe that starting with creating the “Key Accountabilities” for the Job gives a solid platform to complete the Job Description, write the ad, and evaluate the candidates.
The method we use to determine the “Key Accountabilities” is a patented, scientific, simple process that engages the team and creates a Job Benchmark. The Job Benchmark can then be used as a guide, to write the ad and evaluate candidates.
The Job Benchmark is made up of three measurable components: Behavioral and Communication Style, Motivators and Values, and Competencies. This Job Benchmark is different from the typical Job Description that focuses on education, tasks, and experience.
As James Collins states in his book “From Good to Great”……”
it’s important to get the right people on the bus sitting in the right seats”.
This process allows us to define the seat on the bus, (what the Job function is within the organization), and increase the probability that the selected candidate will be the RIGHT person for that position (seat on the bus). Additionally, by knowing up front what the “Key Accountabilities” are for this position, both the new hire and their supervisor know what’s expected of them. This also creates a tangible way for the organization to measure and evaluate the success of the new hire moving forward.
By using this process, to define the position and to fill it with the RIGHT talent, can increase the success of your hiring decisions from 50/50 to a +90% success rate.
If you would like more information about the “Job Benchmarking” process please contact Steve Osborne,