Successful Hiring Guide - Identifying Superior Performance and Perfect Fit for the Job

1. SUCCESSFUL HIRING GUIDE John Trent, Ph.D. and Rodney Cox 1

3. The two main questions in successful hiring • What is needed for superior performance? • Who will best fit the job?

4. What is needed for superior performance? • Nature of the position • Primarily a people-oriented • Primary detail and task-oriented • Need a clear and concise job description • Performance expectations clearly defined • A bit of reality – are you looking for Superman?

5. Consider Four Factors Before Hiring! • Solving Problems • Aggressive – Fire Fighter • Reflective – Complex Problems • Influence and Information • Optimistic – Vision and More People Contact • Realistic – Details and Less People Contact • Pace and Change • Predictable Paced – Finisher of projects • Dynamic Paced – Starter of projects • Rules and Risk • Structured – Low Risk • Pioneering – High Risk

6. Local Pharmacies

7. The Job Performance The Employee

8. Natural Strengths Punishment Reward Aspirations The Job Performance Performance The Employee How do you increase performance?

10. Step 1 – Identifying Stakeholders • Hiring manager responsible for filling the open position. • Supervisor responsible for day-to-day management of the position. • A person currently doing the job and exceeding the performance expectations of the job. • One or two additional individuals the job will serve. (i.e., internal customers)

11. Step 2 – Review Job Description • Elect a moderator. • Read the position description independently making note of key roles or needed discussion points. • Discuss and resolve any key points starting with the person on the left of the moderator. • Make changes as needed to the current description, review changes, and confirm description for current situation.

12. Step 3 – Position Insights Assessment Questionnaire – building consensus • Moderator should have each stakeholder complete the response form. Each block requires agreement by the entire group on the order of importance of each statement BEFORE moving on to the next block. • It is important that the moderator keep stakeholders focused on the position description while completing this process. “If the position could talk, what would it say?” • Score the consensus response form online. • The Position Insights Report will be immediately generated, displayed, and e-mailed. • Print the Position Insights report and discuss the report within the hiring team.

15. Exercise • Elect a moderator at your table. • Review the Job Description on your tableas a group. • Pass out the Position Insights Questionnaireto your group. • Complete the questionnaire 1 block at a time and gain consensus. • Moderator documents the consensus. 15

16. Time to Score the Questionnaire • Purchase a Position Insights • Go to www.justrespond.com to scorethe questionnaire. • Print the results and share with the group. • Make any modifications needed. 16

17. Step 4 – Screen candidates • Select finalists for taking assessment • Determine who you will screen by establishing some pre-screening criteria. Some organizations have several pre-requisites before they will even take the candidate to the next level. E.g. Education, related experience, specific training… • Give each candidate you are going to screen a LFYS assessment code and direct them to ww.justrespond.com.

18. Step 5 – Comparing candidates to the Position Insights • Compare the top candidates’ assessment to the Position Insights results and identify similarities and differences. • Look at the disparity between the candidates’ core and adapted graphs. • If graphs are similar, then a natural question should be – “why are you leaving your current job?” • If graphs are significantly different, it would appear to indicate that the candidate is currently serving in a mismatched position. This could be a reason why the candidate is leaving his/her current job. A question would be: “What is causing stress in your current job, and why?” “How is job similar or different from your current position?” • Reach an overall agreement on the best “match” for the position.

19. Step 6 – Managing the new hire • The group should meet with the successful candidate and review the Position Insights profile and his or her assessment to set the expectations for the new hire and discuss the demands of the position. • If the new hire is placed in a leadership or management position, it is recommended that the new hire and his or her direct reports conduct a LFYS Teambuilding Session. This interactive process will help the team through the new leadership transition. • If the candidate is a team member is recommended that the new employee complete the teambuilding workbook and set time aside to share their responses with others on his or her team. www.leadingfromyourstrengths.com/teambook.pdf

20. } Get to Know You Process for Selection Define Job Identify Candidates Qualify Candidates Select Candidate • Character • Calling/Passion • Competence • Chemistry • Experience • Skills • Education • Job Purpose • Job Description • Key Accountabilities • Performance Criteria • Position Insights Profile • Strengths Match • Check References • Hiring Decision • Job Offer • Job Description • Hiring Package • Orientation • Commission • Team Integration