Pete Steinberg Teaching

Innovative Thought’s approach to Talent Management is holistic.  To develop a great organization you have to identify people with potential, give them the tools to grow and put them in a high performance culture that allows them to perform at their best.  All of these areas are tough, but I have been working a lot with a current client on step 1 – identifying people with potential.

This is an interesting article about Google and how they feel like they do not do a good job of selecting people to join their teams.  It includes a statement about how difficult it is to identify future stars in sports (in particular the NBA and NFL) which is something that I feel as the Head Coach of the USA Women’s Rugby Team.

The key to both hiring in business and selecting for sport is the old adage “past performance is the best indicator of future success.”  The NFL combine is a great example how not to do this.  I feel like the NFL is messing up the selection process by using things like the 40yd time and the bench press reps as if they are indicators of everything on the field.  There are classic examples in the NFL like Mike Mumula who had a great combine, but if you looked at his college career you would see he was an average football player. This is like using a GPA and assuming a high GPA equals high performance in the work place.  I am not saying that assessments are not important and cannot be useful, but you need to see them for what they are.

We developed a new recruiting process for our client and it was based on three insights about the hiring process in the human capital marketplace:

  • Past performance is the best indicator of future performance
  • Good companies want to keep their high performers
  • Rarely are their high performers actually looking

Our client has worked with us to identify the best performers in other organizations in their industry and then gone after them with a compelling pitch as a way of getting the best talent.  Most of the time when we talk to the candidate they say no initially – they are happy where they are, have great projects.  Often they have been promoted or are about to be promoted.  However our client has a new experience to offer and this turns them around.

The challenge now becomes how to differentiate between candidates in the evaluation process.  We have developed Behavioral Interviews, which are all about past performance, 3 online assessments and a case study where the candidate needs to make a pitch to the current team.  These assessments become important because you are now evaluating only good candidates, plus they allow the organization to place candidates in the job that fit their strengths.

The hiring ratio is over 50% of the candidates that were evaluated.  Of course the key is getting the right people into the evaluation, and they are not people that are looking.

 

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