SAMPLE ONLY August 2006 Performance-based Hiring Kit SAMPLE 1. Sample Performance Profile for a Product Manager 2. Performance-based Structured Interview 3. 10-factor Candidate Assessment Template The attached documents represent a sample of the tools used during our Performance-based Hiring training program. The complete documents are not included, but these will give you a basic understanding of the performance-based hiring process. The key is that all members of the hiring team understanding real job needs by using a performance profile instead of a job description. Next all interviewers must use a structured interview to ensure an unbiased and accurate assessment. As you’ll see the structured interview is easy to learn and is based on only two core behavioral questions. The 10-Factor Candidate Assessment template is the basis of our evidence-based assessment process. It describes how to rank candidates on the ten best predictors of job success. To increase interviewing accuracy and reduce emotional bias we recommend that interviewers use the interview to collect information and then share this before assessing candidate competency. The Adler Group, Inc. Irvine, CA 888.878.1388 www.adlerconcepts.com © 2005. All Rights Reserved. Unauthorized Reproduction Prohibited. SAMPLE ONLY SAMPLE Product Manager Performance Profile September, 2006. Page 1 The Adler Group, Inc. • © 2006. All Rights Reserved. • Irvine, CA • www.adlerconcepts.com The Value of Performance Profiles A performance profile describes the 6-8 performance objectives a person taking the job needs to do to be successful. It differs from a job description in that it doesn’t describe skills or traits, but rather what the person needs to accomplish with his or her skills and traits. For example instead of saying the person must have five years of accounting experience and a CPA, it’s more clear to say “complete the implementation of the Sarbanes-Oxley reporting requirements by Q2.” Once the list is developed the hiring team should review these performance objectives and put them in priority order. This way consensus is reached on job needs before the search process begins. Clarifying expectations upfrron not only increases assessment accuracy, but if they’re compelling enough they’re also the major reason why top people select one job over another. Compensation also becomes less important if the job is a great fit. This is a critical aspect of recruiting top performance and improving on-the-job performance. Performance profiles help recruiters, hiring managers and all members of the hiring team better understand real job needs. Companies that have used performance profiles have seen significant reductions in the number of candidates that need to be seen for any position, a reduction in hiring mistakes and significant improvements in job satisfaction and lower turnover. Recent surveys of hiring managers from different companies indicate a very high 93% favorable ranking to the use of performance profiles and the Performance-based Hiring system. Sample Performance Objectives for a Product Manager Every job has 6-8 performance objectives that determine job success. Once you develop the complete list pick the most important and then put them in priority order. Following are some typical performance objectives for a product manager. 1. Conduct a comprehensive review of all new product programs: During the first 30 days prepare an analysis of all new product programs. Include status of product development effort, budget vs. forecast comparison, status of launch efforts, and major challenges and problems. S 2. Coordinate the development and launch of all the new product line for the current season: Work with engineering, manufacturing, and marketing to determine status of all products to be launched this season. Identify hurdles and constraints and develop work-arounds as necessary to meet plan dates. 3. Lead the development of the two-year product plan: Take the lead on preparing the twoyeea product program, coordinating with product development and engineering. This needs to consist of competitive analysis, assessment of technology trends, and market and consumer research. 4. Conduct a process review of the product development process: Assess the product development process from all aspects and prepare a plan-of-action to re-organize all aspects of this effort. The goal is to have a predictable new product introduction program within 12 months. 5. Coordinate the advertising and marketing program: Work with marketing in creating a new campaign for all existing lines: Review all advertising and promotional programs with marketing to determine adequacy, especially consider channel programs. SAMPLE ONLY SAMPLE Product Manager Performance Profile September, 2006. Page 2 The Adler Group, Inc. • © 2006. All Rights Reserved. • Irvine, CA • www.adlerconcepts.com 6. Prepare a competitive feature comparison analysis: As part of the re-pricing efforts complete a feature comparison against the top competitors for the ___ line. This should be available with ____ days. 7. Work with production in developing realistic build programs to support the nationwide launch of the ____ product line: The launch of the _______ product line require adequate inventory levels at dealers to support major promotional program. Determine status of production and refocus efforts as necessary. 8. Prepare the product requirements document for the _______ project: Within ___ days, work with product development and engineering to complete the products requirement document for this new line. This should include all design features, detail descriptions of new applications, technology requirements, and capital needs for development and production. SAMPLE ONLY Basic Performance-based Interview July, 2005. Single Use Copy. DO NOT DUPLICATE For Internal Use Only ©2004. All Rights Reserved by The Adler Group, Inc. • 888-878-1388 Note: This is a pre-scripted interview. It’s important to follow the directions and ask the questions as written as closely as possibbl in order to insure an accurate assessment and legally defensible interview. Do not end the interview too soon or assume competency too soon. You must get specific examples of job-related accomplishments to determine competency. Then measuur first impressions, AFTER YOU DETERMINE COMPETENCY. These two steps alone will increase accuracy. Step 1 Welcome and Review Job/Motivation Information & Hot Tips Opening question to determine motivation Thank you for coming today. Based on your discussions please give me a quick overview of your thoughts about the job, and what you’ve discussed with others so far? What are you looking for in a new job? (pause) Why is having ___ and ___ important to you and why do you think this job meets that criteria? Setting the tone of the interview starts with the first question. Call 949-612-6300 to find out how to use scripted interviews to increase accuracy and minimize mistakes. Step 2 Measure Impact of First Impression Information & Hot Tips Action, be aware of your biases Write down your immediate emotional reaction to the candidate – relaxed, uptight, or neutral. Write down cause. At the end of interview you’ll measuur the candidate’s first impression again, when you’re less affected by it. Controlling emotions is the key to minimizing biases and error-filled interviews. Call 949-612-6300 to find out how. Step 3 Review Work History and Background Fact-finding & Hot Tips Use this to develop structure behind experiienc and accomplishhment Please tell me about your most recent job. What was your position, the compaany your duties, and any recognition you received? (do this for the past few jobs) Tell me about your schooling and advanced training. The work history review provides the framework for the performance-based interview. Call 949-612-6300 to find out why this is a critical first step. Step 4 Assess 3-4 Major Accomplishments Fact-finding & Hot Tips Question for a few projects to determine impact and trend line Can you please tell me about a major one-time project or accomplishment? Or, consider a project or event that your quite proud of. One major project we’re now working on is (describe). Please tell me about something comparable you’ve led. Note: spend 10-12 minutes on 2-3 major accomplishments in order to deveelo a trend line of accomplishments over time. Make note of the accomplishhment and type of work where the person excelled and/or was highly motivated to exceed expectations. Fact-finding is the real interviewiin skill. By comparing past accompliishment to actual job needs assessment accuracy is dramatically increased. Call 949-612-6300 to find out how our hiring manager training can imprrov your company’s hiring performance while reducing legal liability. SAMPLE ONLY Basic Performance-based Interview July, 2005. Single Use Copy. DO NOT DUPLICATE For Internal Use Only ©2004. All Rights Reserved by The Adler Group, Inc. • 888-878-1388 Step 5 Assess 1-2 Major Team Accomplishments Fact-finding & Hot Tips Question for few teams & observe impact and trend line Can you please tell me about a major team accomplishment? Consider one where you led the team, and one where you were a key member of the team. Note: spend 10-12 minutes on 1-2 team accomplishments. Observe trend line and changes in scope of team. Make note of the types of people on the team, variety of functions worked with, and how influential the person was in changing the direction of the team. Assessing team skills is more than being friendly during the interviiew Managers need to dig deep into a candidate’s major team accomplishments before drawing any conclusions. This is a core aspect of our hiring manager training program. Step 6 Discuss 1-2 Major Job-related Problems Fact-finding & Hot Tips Repeat question 1-2 times using real problems Anchor with real project One major problem we’re now facing is _____________. How would you go about addressing this? What would you need to know and how would you plan it out. What have you done that’s most similar? (Note: this is an anchor to insure that the candidate doesn’t just talk a good game. This might have been coverre above.) Thinking and job-specific problle solving skills are critical to job success and for assessing potenttial Interviewers find out how to assess these critical skills duriin our performance-based hiring training for managers. Step 7 Determine Interest and Recruit Fact-finding & Hot Tips Question & Discussion Create Job Stretch While I’ve seen a few other very strong candidates, I’m also impressed with some of the work you’ve done. What are your thoughts now about this job? Is this something you’d like to consider further? Why? Why not? Note: only the hiring manager and recruiter need to ask this. Others can ask a softer variation, e.g., “what are your thoughts about the job?” You can’t wait until the end of the interview to recruit. Our performmancebased structured interviie integrates critical recruiting into each step in the interviewing process. The key is to position the job as an important career move. You can’t do this by “sellinng the candidate. Hiring manageer learn these key recruiting skills during our performance-based hiring training program. Step 8 Measure First Impression Again Information & Hot Tips Compare candidate’s true personallit to 1st impression at opening of interview Measure first impression again at the end of the interview. Consider the actual impact on you, the actual impact on others (customers, peers, superiorrs staff), and the actual impact of personality and style on performance. By comparing initial first impressiio to unbiased assessments of first impressions interviewers uncoove their own biases. This increease objectivity and assessment accuracy. This skill alone make our hiring training for managers so important. SAMPLE ONLY The 10-Factor Candidate Assessment ©2006. All Rights Reserved. The Adler Group, Inc. Short Version. Jan. 2006. The Adler Group, Inc. • Irvine, CA • www.adlerconcepts.com • 888.878.1388 Candidate: ___________________ Position: _______________ Interviewer: ___________ Date: _________ Factor Competencies Level 1 Unqualified Level 2 Less Qualified Level 3 Fully Qualified Level 4 Highly Qualified Level 5 Super Star Rank General Evaluation Summary Technical Motivation Cooperation Viewed by team Impact on team Planning Promotability Incompetent Unmotivated Uncooperative Distraction Demotivating Reactive No potential to grow Needs extra training Needs extra pushing Needs urging Avoided Neutral Passive Not promotable Meets high standards Self motivated Fully cooperative A contributor An asset On top of issues Promotable Does it better Does more, faster Initiates helping Trains, sought-out Influences others Anticipates issues Quickly promotable Sets standards 120% committed Proactively coaches Asked to lead Motivates others Forward-looking Double promotable 1 Technical Skills Basic knowledge Use of knowledge Creativity, ability. Can’t do the work. . Incompetent. Below minimum standards. Can do the work, but needs added training, supervision. Can perform all requiire work very well. An asset. Does more than requiired does it better, does it faster. Leader in field. Sets the bar. More creatiiv & insightful. 2 Motivated to Do the Work Commitment Work-ethic Self-motivation Lazy, passive, doesn’t want to do the work. Will do the work if urged or pushed. Not a good fit for work. Self-motivated to do this type work with little supervision. Takes initiative to do more, faster, & betteer Looks for work. Totally committed to do whatever it takes to get it done. 3 Team Skills in Similar Groups Cooperate Motivate, Lead Influence Uncooperative, bad attitude, negative. Hides problems. Will cooperate if asked. Needs urging to be involved. Fully cooperates with others w/o urginng Deals w/conflict. Takes initiative to help others. Persuaades motivates. Inspires, coaches. Minimizes conflict. Asked to lead. 4 Problem Solvinng Thinking Intelligence Analytical Insight Didn’t understand any key issues or deveelo any solutions. Needs support. Undersstoo basic issues. Weak solutions. Clearly understood all key issues, developpe good solutions. Quickly understood all issues. Developed multiple solutions. Understood all issuues Optimizes resullts Sees impact. 5 Achieved Similar Results Results oriented Success focus Commitment Experience and accompliishment are total mismatch. Some comparable accomplishments. Needs extra training. Has handled similar projects with very good results. Environment and projects match with better results. Scope, span, scale, culture match & excepttiona results. 6 Planning & Executing Organization Planning Vision Unorganized. Weak planner. Very reactiive Wastes time. Reactive. Misses deadlines. Plans when pushed. Consistent planner. Meets deadlines. Organiizes prioritizes. Always plans, anticipattes prioritizes, and beats deadlines. Superb. Anticipates everything. Sees big picture & all issues. 7 Environment & Cultural Fit Decision-making Style, Pace Attitude, Team Complete mismatch on culture and/or environnment Reasonable match on culture and environmeent not perfect fit. Close match on peoplle pace, approach, org structure. Has been successful in this type of culture & environment. Thrives in this type of environment, cultuure Great success. 8 Trend of Growth Consistency Goal-orientation Commitment No personal or businees growth noted. Makes excuses. Flat trend. Capable, but needs to be pushed to grow. Job growth trend shows consistent positive pattern. Strong upward growth trend. Consisttentl does more. Great upward trend. Great progress supporrte by results. 9 Character & Values Honesty, Integrity Professionalism Responsibility Questionable characteer Job does not fit with values. Job somewhat fits values and needs. Will be a distraction. Job is a strong fit with values & motivattin needs. Job clearly meets values & motivating needs. Principled. Strongly committed person of great charactter Role model. 10 Potential and Summary Leadership Capacity to grow Vision This job is over persoon’ head. Not a candidate. Can handle this job, but not likely to grow beyond job. Can handle all key aspects of job plus has upside potential. Will make quick positive impact and has near-term upside. Will make great impaac with potential to move up two levels. Total Score Evaluation Notes THIS IS COPYRIGHTED INFORMATION AND NOT FOR REPRODUCTION CONTACT 949-612-6300 FOR MORE INFORMATION