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 Youâre Hiring
Tom Morley, President, Snowflake Llc
2. www.highroadsolution.com
Todayâs 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 ârightâ people
A Simple Workforce Challenge
InspireHireIdentify
⢠A changing world calls for different resources
⢠People are a limiting factor for strategy
⢠Itâs hard to hire the people you need
⢠Todayâs challenges require inspired solutions
4. www.highroadsolution.com
Did We Get This One Right?
Measuring whatâs important about individuals
⢠Typical measurable elements of ârightâ
â Readiness â Prepared for whatâs expected
â Performance â Delivering results, good âfitâ
⢠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
â Measure milestone capabilities
â Align with development plans
⢠Three primary methods:
â Requirements tracking
â Gateway knowledge assessment
â Short-term evaluation
7. www.highroadsolution.com
Readiness
Requirements tracking â âDid he/she get the basics?â
⢠Benefits
â Simplest form to track
â Can measure and respond within activity
â Data can be collected and analyzed
⢠Problems
â Assumes training effectiveness
â Tests are often too easy
â No clear consequences
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Readiness
Gateway knowledge assessment â âIs he/she ready?â
⢠Benefits
â Rigorous
â Tests knowledge, not memory
â Can identify and address gaps
⢠Problems
â How much is âtoo muchâ?
â Wrong person, or wrong program?*
â Possible legal risks
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Readiness
Short-term evaluation â âIs this working out?â
⢠Benefits
â Early recognition
â Opportunity to correct
â May be able to identify commonalities
⢠Problems
â Can be highly subjective
â Whose âfaultâ is it?*
â Limited, often costly options
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Performance
Is the person continuously contributing as expected?
⢠Accomplishing, inspiring, and advancing
â Evaluate results of work and participation
â Assess and project impact on organization
⢠Three primary methods:
â Performance reviews
â Achievements
â Return on investment (ROI)
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Performance
Reviews â âIs he/she having the expected impact?â
⢠Common types of reviews
â Routine interim and annual
â On-going dialogue
â 360o
feedback
â PIP evaluations
⢠Competency assessments â performance?
13. www.highroadsolution.com
Performance
Reviews â âIs he/she having the expected impact?â
⢠Benefits
â Assess contributions and âfitâ
â Positive and negative incentivization
â Realignment and continuous growth
⢠Problems
â Subjectivity, real or perceived
â Tendency to over-rate
â Too infrequent, no dialogue
14. www.highroadsolution.com
Performance
Reviews â âIs he/she having the expected impact?â
⢠Key indicator of ârightâ, if you:
â Measure what matters
â Align and adjust
â Ensure ârealismâ and feasibility
â Include effects on work environment
â Provide adequate support
â Train managers
â Review and reconcile
⢠Can tie back to hiring
15. www.highroadsolution.com
Performance
Achievements â âDoes the individual âstand outââ?
⢠Common types of verifiable achievements
â Promotions (individualâs or othersâ)
â Initiative leadership or participation
â Internal and external awards
â Industry thought leadership
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Performance
Achievements â âDoes the individual âstand outâ?â
⢠Benefits
â Indicates intangible leadership qualities
â Recognizes âgoing the extra mileâ
â Can be sufficient reward by itself
⢠Problems
â Validity of promotions
â Need to distinguish quality, quantity
â Impediments to opportunity
17. www.highroadsolution.com
Performance
ROI â âWhat is his/her impact on the âbottom lineâ?â
⢠Benefits
â Outcome-oriented
â Very specific indicator of impacts
â Quantitative, difficult to dispute
⢠Problems
â Requires complete, accurate data
â Primarily supports transactional
â Hard to establish cause-and-effect
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Are We Getting Them Right?
Measuring aggregate hiring effectiveness
⢠Typical measurable elements of overall workforce
â Recruiting
â Hiring
â Selection
â Retention
⢠Statistics donât lie, but they do misdirect
21. www.highroadsolution.com
Recruiting
Are we identifying the right candidates?
⢠Delivering a qualified pool to choose from
â Analyze applicant statistics
â Assess efficacy of identification
⢠Key statistics:
â Gross number and proportion qualified
â Alignment of managers and recruiters
â âDropoutâ rate
22. www.highroadsolution.com
Recruiting
Contributions of recruiting statistics
⢠Benefits
â Determine if recruiting strategy is working
â Monitor performance of recruiters
â Improve communications
⢠Problems
â Rely on appropriateness of definitions
â Require explanatory analysis
â Some aspects beyond control
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Recruiting
Exploring recruiting issues
⢠Key explanatory statistics
â Qualified candidates by source
â Number and percentage qualified by role
â Time from contact to interview
⢠Qualitative indicators
â Individual candidate feedback
â Labor market surveys
24. www.highroadsolution.com
Hiring
Are the people we want accepting our offers?
⢠Securing the selections
â Evaluate hiring statistics
â Assess ability to capture
⢠Key statistics:
â Total acceptance rate
â Average rank choice accepting
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Hiring
Contributions of hiring statistics
⢠Benefits
â Evaluate success securing desired candidates
⢠Problems
â Require explanatory analysis
â Market dependencies
â Some aspects beyond control
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Selection
Are the people weâre hiring turning out ârightâ?
⢠Investigating outcomes
â Review performance statistics
â Assess workforce potential
⢠Key statistics:
â Distribution of performance ratings
â Average time in position, # of promotions
â Proportion of positions filled internally
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Selection
Contributions of selection statistics
⢠Benefits
â Potentially best indicator across life cycle
â Possibility of discovering systemic issues
⢠Problems
â Many other factors may explain
â Require explanatory analysis
â Some aspects beyond control
29. www.highroadsolution.com
Selection
Exploring potential selection issues
⢠Key explanatory statistics
â Aggregate department, enterprise performance
â Distribution of ratings vs. outcomes
â Proportion of internal openings to staff
⢠Qualitative indicators
â Employee, culture surveys
â Organization assessments
30. www.highroadsolution.com
Retention
Are the ârightâ people sticking around?
⢠Evaluating retention
â Assess turnover statistics
â Determine elements within control
⢠Key statistics:
â Turnover rate by performance ratings
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Retention
Contributions of retention statistics
⢠Benefits
â Identify potential environmental concerns
â Possible indicator of incentive misalignment
â Discover need for policy changes
⢠Problems
â Require explanatory analysis
â Market dependencies
â Some aspects beyond control
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Selection
Exploring potential retention issues
⢠Key explanatory statistics
â Average annual increase and incentive payments
â Proportion of promotion opportunities to staff
â Turnover after training, certification, etc.
â Turnover by job, manager, department
⢠Qualitative indicators
â Exit interviews, surveys
â External economy, market review
34. www.highroadsolution.com
Summary
Measuring ârightâ â the individual and the process
⢠Have to define ârightâ to hire ârightâ
⢠Getting it âwrongâ is costly, affects brand
⢠âEffectivenessâ vs. âexplanatoryâ measures
⢠Individual monitoring allows real-time correction
⢠Process evaluation:
â Can identify systemic challenges
â 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
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Twitter: @snowflakellc