Transcript What’s The Difference?
HIRING, TRAINING, & COACHING
BY: DOUG MASCHOFF RMP® JAYCI GRANA RMP®, MPM®
Hiring, Training, & Coaching
Employee turnover is one of the most damaging things that can happen to a business.
It is estimated that the average cost of employee turnover is around 20% of that employee's annual salary.
Hiring, Training, & Coaching
• • • • • • Annual salary of $40,000 x 20% = $8,000 impact to your bottom line $8,000 / profit margin of 25% = $32,000 of gross revenue needed to cover cost For illustrative purposes only, let's say you charge a $500 management fee per unit. This would mean $32,000 gross revenue / $500 per unit = 64 months or 5.33 years of free mgmt Let's say you charge a $75 management fee per unit: $32,000 gross revenue / $75 per unit = 426 months or 35.5 years of free mgmt
HIRING
When you implement a thorough, systematic, and objective hiring process, it allows you to properly understand your human resource needs, and find the appropriate person to meets those needs.
Things to Understand About Hiring
Hiring is the most important thing you do.
You are NOT a great judge of character.
Don’t take shortcuts or rush
.
“Every boxer has a plan - until they get hit.” -Mike Tyson-
Hiring Process
Create Organizational Chart Create a Job Description Write a Job Posting Personality & Aptitude Testing Develop Competency Profile Create Behavioral
Interview
Phone Interview Face-to-Face Interview Reference & Background Checks Offer & Acceptance Onboarding
Organizational Chart
Organizational Chart
Why Use An Organizational Chart?
Clarifies Chain of Command Puts Position in Context Projects Company as Structured & Professional Clarifies Division of Responsibilities Amongst Staff Members
Job Description
Creating Job Description
Define the Position Focus on Responsibilities Define & List Hard Skill Requirements List Licenses or Credentials Required
Job Posting
Job Posting is the First Experience That Candidates Have With Your Company Great Candidates are Evaluating You as Much as You Are Them Impress Them With it’s Appearance
Job Posting
“Who We Are”
Description of company Company Mission Organizational Achievements
“The Position”
Required Skills Beneficial Skills
“The Opportunity”
Compensation & Benefits Career Growth & Advancement Training
“Requirements for Consideration”
Application Process with Instructions
Personality and Aptitude Testing
Personality Testing • Indicates a Person’s Work Style • How They Interact with Others • Type of Role They Will Thrive In Aptitude Testing • Cognitive Aptitude Test • Skills Test Custom Tests • Design Tests That Will Help You Evaluate How the Candidate Will Handle Certain Situations
Competency Profiles
Developing Competency Profiles
Used to Quantify “Soft Skills” List of Lowest Acceptable Ranking on Each Competency
COMPETENCY PROFILE Position: Hiring Manager: Competency Profile Completed by: COMPETENCY INTELLECTUAL
1. Intelligence 2. Logical Decision Making 3. Common Sense 4. Creativity 5. Education 6. Hands-On Training 7. Knowledge of Industry Trends 8. Knowledge of Current Events
DESCRIPTION
IQ; the ability to think and adapt to a constantly changing world Step by step processing of information leading to a rational conclusion The skill of making consistent, pragmatic decisions Ability to think “outside of the box” in problem solving Formal, post secondary school education On the job experience Up to date knowledge on industry current events Non-industry – well read outside of industry
COMMUNICATION
1. Verbal Communication 2. Written Communication 3. Technological Communication 4. Able to Run Effective Meetings 5. Sense of Branding 6. Image 7. Listening 8. Sales Focused 9. Capacity to Deliver Company Message Clearly communicating through speech Clearly communicating through writing Clearly communicating using technology: email, blogs, wikis, PDAs, etc.
Well planned and orchestrated meetings Ability to understand and augment company brand Conveyance of professionalism in one’s image Ability to focus on understanding others Directing business practices to prioritize sales Capable of walking the company line
LEADERSHIP
1. Mission driven 2. Executer of Corporate Vision 3. Bottom line focused 4. Capable of Translating Corporate Goals to Reality 5. Track Record 6. Reputation 7. Change agent 8. Eager to Help Others Succeed 9. Breeds Followership 10. Self-Aware 11. Risk Taker 12. Politically Agile 13. Capacity for Building High Performing Teams 14. Integrity 15. Honesty 16. Resourceful 17. Customer Focused
MANAGEMENT
1. Strong Delegation Skills 2. Does Not Push Problems Up the Organizational Chart 3. Capable of Managing to Corporate Goals 4. Strong Business Acumen 5. Can Hire and Fire 6. Can Redeploy Low Performers 7. Can Recognize and Promote High Achievers 8. Maintains a Positive Work Environment 9. Manages to Individual Style 10. Augments Management with Technology 11. Provides Adequate Feedback to Team 12. Conflict Management 13. Maintains a Light Touch 14. Comfortable with Diversity 15. Deadline Driven 16. Project Management Focuses on the mission of the organization in all business dealings Able to take the company where it wants to go Makes decision based on financial realities Consistently executes company initiatives Past performance The general perceived status of the candidate Ability to foster change in an organization Puts others in front of his/her success Leads others Knows personal strengths and weaknesses Takes calculated chances Elegantly gains consensus among people with different views Assembles teams who are able to achieve corporate objectives Always does what they say they are going to do Tells the truth Figures it out not matter how difficult the barrier Service mentality Gets work done through others Handles problems without assistance from supervisor Knows how to utilize a team to hit goals Knowledge of how business works “under the hood” Track record of hiring and firing Capable of reassigning or demoting those incapable of their work assignment Capable of effective management of superstar employees Fosters constructive dialog and feelings towards the company, coworkers, and the tasks being managed Able to manage teams and individuals based on the given situation Creatively uses technology to manage employees Shares constructive criticism on a timely basis Deals with conflict in a direct, positive manner Rarely do those being managed realize that they are indeed being managed Able to effectively work with all types of people Works to a clearly set end date Effective organization and implementation of group projects
PERSONAL
1. Passionate 2. Work-Life-Balance 3. Stress Management 4. Self Aware 5. Capable of Handling Constructive Criticism 6. Commute Tolerant 7. Open to Relocation 8. Detail Oriented 9. Big Picture Oriented 10. Driven Towards Excellence 11. Money Motivated 12. People Motivated 13. Credential Motivated 14. Tenacity 15. Energy 16. Organization skills 17. Independent 18. Track Record of Personal Accomplishment 19. Goal Driven Energized by excellence in the work place Capable of managing excellence at work and at home Ability to effectively work under pressure Knows personal strengths and weaknesses and how to effectively negotiate those attributes Listens and applies good advice Able to retain sanity while getting to work!
Capable of moving for the right opportunity Crosses all the “t”s.
Sees the company holistically Never satisfied with the success of today Inspired to hit goals that are rewarded monetarily Inspired to hit goals that are rewarded by communal praise or that simply help others Inspired to hit goals that are rewarded by job title Will continue to persist under the most difficult circumstances No matter how many times they get knocked down, they jump back up Structured Able to make decisions without assistance from management Shown the ability to accomplish hard-to-reach goals outside of work Driven by accomplishments
OTHER
Ask yourself: are there any other competencies that must be accounted for in terms of this particular position?
Lowest Acceptable Rating
Behavioral Interview
What is Behavioral Interviewing?
o
An Interview Technique in Which Candidates Are Asked to Give Specific Examples of How They have
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Performed in the Past in Certain Job Related Situations Past Behavior is the Best Indicator of Future Performance.
o o
There are no “yes” or “no” questions.
Answers Reflect How They Demonstrated a Core Competency
Phone Interview
Purpose Process
Time-Saving Identify Red Flags Identify Qualifications Follow a script Should Be 15 to 20 Minutes Long Use Behavioral Interview Questions Use Proper Equipment Take Notes
Face-to-Face Interviews
• • • • • •
For Candidates That Meet Hard Skill Qualifications Dig Into Candidate’s Competency Level Assessing Their Soft Skills Use a Script For Consistency Take Notes Candidate Should Do 90% of the Talking Be Thorough
Reference and Background Checks
“Trust, But Verify”
-Ronald Reagan-
Reference and Background Checks Opportunity to Verify Information Presented in the Resume & Interview
Notify Candidate That Background & Reference Checks Will be done.
This Sometimes Elicits Additional Information From Candidate
Reference and Background Checks
Background Checks Reference Checks Establish Consistent Criteria Credit Criminal Drug Tests Ask For Professional References
Ask Candidate To Contact References So They Are Prepared
Use Script Take Notes
Offer & Acceptance
• Present Job Offer to Candidate Highest Level Person In The Company Call to Congratulate Them and Extend Offer.
• Acceptance!
Confirm Start Date
Onboarding
Signing Agreements Filling Out Paperwork Introducing New Hire Showing New Hire Around Keep in Mind This is the Final “Interview” That Your New Hire
• • • •
Gives You Is Everything Prepared?
Is It Organized?
Does the New Hire Feel a Sense of Direction?
Does it Get the New Hire Excited?
TRAINING
What Is Training?
Teaching Skills or Behaviors Instruction to Perform
Training Essentials
Training Objectives
Know Your Trainee Methods
Training Objectives
Objectives Ensure Successful Training Objectives Must Be… Communicated With Audience Written Down Included In Training Manual
Training Objectives
Suitable Objective:
Learn how to utilize techniques to gain effective new closing management contracts. Closing ratio will increase by 50% within the next 30 days and remain consistent thereafter.
Poor Objective:
Learn how to get more management contracts.
Training Objectives
S M A R T
Objective Will Work If It is…
• Specific • Measureable • Attainable • Relevant • Time-Bound Learn how to utilize effective closing techniques to gain new management contracts. Closing ratio will increase by 50% within the next 30 days and remain consistent thereafter.
Know Your Trainee
Generational Diversity Level Of Education Personality Type
Generational Diversity
Baby Boomers
Thrives on Classroom Setting High Tolerance For Long Lectures
Generational Diversity
Generation X
Self Taught Clear Objectives Tracked Results
Generational Diversity
Generation Y
Prefers Team Settings Seeks Recognition
• active and interactive sessions • asking and answering questions • learning in group settings Personality Types Myers-Briggs Dichotomies • working on tasks in a quiet environment • reading, listening and observing • individual or small group projects • hands on learning • relevant, concrete facts • real world applications • relationships between facts and ideas • theories and models • exploration and brainstorming
Extraverts Introverts Sensors Intutitives
• analyzing and evaluating • a logical reason for learning • considering pros and cons • a personal reason for learning • relating learning to personal needs and experiences • case studies and stories
Thinkers Feelers
• structured learning environments • clear learning goals • agendas, timelines, objectives
Judgers
• flexible learning environments • options and alternatives to explore as their learning progresses • gathering information
Perceivers
Level of Education
Degrees Designations Licenses Certificates
Training Methods On The Job
Trainer Shows Trainee How To Do Something.
Pros: Practical Reality Based Establishes Relationship Cons: Tendency to Provide No Real Training Anything can be taught On The Job.
Training Methods Self Discovery
Discovering Competencies On Their Own
Pros: Maintain Own Pace Ownership Of Learning Cons: Difficulty Measuring Progress Slow Pace Side Tracked Have employee review contracts and laws.
Employee to report how laws are reflected in the contracts.
Training Methods Pre-Recorded
Training By Movies, Videos, Computer-Based
Pros: Consistent Cons: Expensive Generic Software Provided Videos or Webinars Library of Recordings by Management Company
Training Methods Role Playing
Act Out Situations
Pros: Practice People Skills Cons: Time Consuming Listing Presentation Handling an Upset Customer
Training Methods Case Studies
Description Of Situation For Trainee To Analyze
Pros: Allows Trainee To Consider What They Would Do Cons: Keeping Training On Track Move –In Gone Wrong Scenario Negotiating Management Fees Handling Maintenane Issues
Training Methods
Instructor-Led Presenting A Lot Of Material To Trainee(s)
Pros: Personal Face To Face Cons: Instructor’s Skills Various Topics Taught to Several at Once
Training Agenda
Session 1 – Listings
Prospecting for Listing………Instructor Led, OJT Minimum Property Standards….Instructor Led, Case Studies Case Studies, Role Playing Setting Expectations…………………. Instructor Led Determining Rental Market Value…...Case Studies, OJT Listing Presentation………………………..Role Playing Management Agreement…...Self Discovery, Instructor Led Negotiating Fees…………………………Instructor Led, Case Studies
When Creating A Training Agenda…
•
Take into
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Employee’s generation, education level, & personality type.
Utilize multiple training methods for each topic.
COACHING
Expected Results
Star Performers Measurable Profitability & Productivity Increases Teamwork Strengthened & Overall Synergy Developed
Statistics On Coaching
Statistical Benefits of Coaching
60% 50% 40% 30% 53% 48% 48% 20% 39% 34% 32% 10% 23% 22% 0% Productivity Quality Organizational Strength Customer Service Reducing Customer Complaints Retention Cost Reduction Bottom-Line Profitability Data obtained was mostly from Fortune 1000 companies. ActionCoach conducted the survey.
Coaching Defined
Discover Abilities Account ability Set Goals
Coaching
Nurture Reach Goals Encourage
Why Is Coaching Necessary?
Law of Limited Performance
Law of Limited Performance
“People soon discover the level of performance their managers will settle for and then gravitate to that level. Managers then assume that’s all that people are capable of achieving, so they accept it as fact and quit challenging people to get better. So both reinforce what the other believes.” - Ron Willingham, Integrity Coaching -
Accountability High Expectations
Spot Talent
Coaching Skills
Assessing Your Leadership Skills
Vision
Charisma
Character
Responsibility
Planning
Social Skills
Achievement Drive
Emotional Stability
Decisiveness
Delegation
Positive Outlook
Lead By Example
Passion
Great Listener
Follower
Tolerance for Ambiguity
Coaching Process The Session(s) - Preparation
What specific goals would you like employee to achieve?
What attitudes, actions, or behaviors do you want employee to develop or strengthen?
What questions can you ask to help him/her what you want him/her discover what you want him/her to learn?
Coaching Process The Session(s) – Set The Stage
Conduct section in a private room
Allow no distractions
Tune the world out and the person in
Create a supportive, positive, non-critical atmosphere
Make notes during the session
Follow a specific format
Coaching Process The Session(s) – Ask
What specific goals are you working on and where are you in respect to them?
What constraints, if any, are preventing you from achieving these goals?
What skills activities or behaviors will help you remove these constraints to reach your goals?
Coaching Process The Session(s) – Listen • • •
Pay Attention to words, tone of voice, & body language.
Guide and question them and help them discover their own answers.
Believe their answers are within them waiting to be discovered.
Coaching Process The Session(s) – Coach • • • •
Coach knowledge, skills, or actions as needed.
Confront constraints, problems, or needed areas of improvement.
Suggest one action that will help them remove a constraint or move toward a goal.
Keep the responsibility on their shoulders, not yours!
Coaching Process The Session(s) – Praise • • •
Point out specific skills, talents, attitudes, knowledge, or abilities they have that will help them reach their goals.
Express your belief that they will do whatever possible to achieve their goals.
Explain potential you see in them that they don’t see in themself.
Coaching Process The Session(s) – Challenge • • • • •
Challenge them to become their best.
Ask them to commit to specific goals, results, and time-frames.
Explain that you will follow-up and hold them accountable.
Thank them and remind them how important they are to the organization.
Schedule next session.
Coaching Process Post-Evaluation
Length Of Session Goals Feedback Listening Comfort Level Changes/Adjustments
By implementing a systematic hiring process to match the right person to the right position, and then training and coaching them to reach their fullest potential, you will have happier more productive employees, which will translate into a more profitable and successful company.