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September 2009Welcome to the
September issue of "The Edge"!
In this issue we share some insights into ensuring better
performance through job benchmarking, through hiring the right people and by providing opportunities for employee engagement. We trust you will find some helpful nuggets.
Job Benchmarking: -Let the Job Talk
Businesses everywhere are seeking better ways to secure the talent necessary for success. But what talent does a job require
for superior performance? Only the "JOB" has the answer, - so let the job talk and listen carefully. Through our affiliate, Target Training International (TTI), we can provide you with a patented job
benchmarking process that enables businesses to assess the job and talent to find the best job fit.
With the selected benchmarking tool, you can quickly determine the behaviors, values, personal skills and task preferences
required for superior performance. TTI's job benchmarking process makes it easy to remove common biases often associated with the hiring process. Instead, factual data based on job requirements provide a
solid foundation for coaching and hiring success!
The Job Benchmarking Process
TTI's patented job benchmarking process is a unique and effective solution because it benchmarks a specific job, not the
people in the job. To do this, we let the job talk through an interactive process and job assessment. We can guide you through the job benchmarking process to help you make your next great hire. The
following are the steps we follow in job benchmarking.
- Identify the Job to be Benchmarked
It is important to understand why the job exists, how success in the job is measured, the history of the position and how it
fits the company's strategy.
- Identify Subject Matter Experts
Subject Matter Experts, people within the organization that have a direct connection to the job, help to create the job
benchmark by sharing their expertise.
- Define the Key Accountabilities
Subject Matter Experts let the job talk and define the position's key accountabilities, or critical goals and key business
successes the job is accountable for.
- Prioritize and Weigh Key Accountabilities
The Subject Matter Experts rank the key accountabilities by importance and time requirements.
- Respond to the Job Assessment Individually
Based on the key accountabilities, each Subject Matter Expert responds to the job assessment, providing their input on
performance requirements of the job.
- Review the Multiple Respondent Report
Based on a unique analysis, a "Multiple Respondent Report" combines the input of all Subject Matter Experts to create a
benchmark for the job that lists the job requirements in each category measured.
- Compare Talent to the Job Benchmark
A talent assessment on the same scale as the job will identify the characteristics an individual will bring to the job,
allowing you to easily determine the best job fit and identify coaching opportunities.
- Discuss the Results & Implementation Strategy
Within the framework of a company's overall selection process, effective hiring decisions can be made and productivity can
begin immediately.
To explore options that will best suit your needs call Peter Neufeldt at 306-790-4570 or contact him at
peter@peakperformanceconsulting.ca
Build Your Professional Skills
We have a number of powerful workshop series scheduled for this fall that will help you and your team to grow, to be more effective and to
increase the contribution to your business or organization. Consider the following programs to enhance your impact.
Time Management for Results:
The average person is working at no more than 50% of capacity. Only 5% of people surveyed are contributing their full potential to their companies. Only people can be made to appreciate in value -
by making them more productive. Each person can learn how to get more done, with lower stress, using these powerful, personal management tools and techniques.
In the Time Management for Results program participants are introduced to a new way of approaching time and personal performance. Each person learns how to save time and increase output in
every area of life. The process deals with both the practice and the psychology of time management. The next Time Management for results program begins Thursday, October 1, 2009.
Professional Selling Skills:
Most salespeople today are inadequately trained in the professional selling process. As a result, most are selling well below their potentials. This decreases sales results and negatively
impacts company forecasts. The top 20%-30% of sales people produce 70%-80% of sales results.
Top salespeople are invariably more skilled, better organized and more
highly motivated. The way to achieve and exceed sales projections is to give people the skills they require to make their quotas. Set a goal to develop more of these high performers. The next
Professional Selling Skills program begins Friday, October 23, 2009.
High Performance Leadership:
The best companies have the best people, and top people are those who think and act faster and better than others. The High Performance
Leadership program gives you the ideas, methods, strategies and techniques used by all highly effective executives, profitable businesses and
world-class teams. In this program you learn specific, proven, practical ways to plan, organize, staff, manage, motivate and think better than ever before. The next High Performance Leadership program begins Monday, October 26, 2009.
For more information on these or other workshops call Peter Neufeldt at
306-790-4570 or check the website at www.peakperformanceconsulting.ca
Enjoy!
Peter Neufeldt
The Interview Process is a Two-Way Street
While marketing your company during a recession is just as important as doing so during good economic times, so is taking the correct approach to the interview process.
At no time is the interview process a one-way street. In other words, at no time should a candidate's time be considered less valuable than yours, especially if the candidates you seek are the best in
the industry. Remember, the candidate is interviewing the company at the same time that company officials are interviewing the candidate.
Making a connection
A common mistake in a down economy is to assume that there's urgency on the part of the candidate, that they'll be grateful for whatever time you can give them. That might be true of those candidates
who are unemployed. However, the true superstars- the candidates you're really seeking-are more than likely gainfully employed at the moment, no doubt because of the very skills that you covet.
Remember that in times such as these, candidates (including superstars) assume a "hunker down" mentality. That is, they become more adverse to risk, and this mentality most certainly applies to their
employment situation and their career. That's why attention to the interview process is crucial to securing the talent of the very best employees.
When you interview a superstar candidate, you should strive to do more than just accurately assess their skill set and their potential for fitting into the company culture. You should also strive to
make a connection with the candidate and build a sort of camaraderie or rapport with them. The reason? The candidate needs a very good reason to make the jump to a new company.
Giving them a good reason
As mentioned above, all candidates - including superstars - are avoiding risk at the moment. There's a mental block that exists, no matter how good the opportunity is or might seem to them. Candidates
are looking for reasons not to make a move. That's why it's critical for companies seeking to stock their teams with the best talent available to give that talent a good reason for doing so.
Analyze your interview process. Are you marketing yourself to each person interviewed? Are you giving tours of your facility to those candidates who stand out from the rest? What reasons are you giving
to superstar candidates to convince them to take advantage of your opportunity?
Your answers to these questions might just be the deciding factor in how prepared you are to take advantage of the good times that ultimately lie beyond today's challenging economic environment.
If you have any questions about this article, or about how we can help you with your current performance, leadership, and/or hiring needs, please contact us.
Copyright protected, Sorrell Associates, LLC all rights reserved worldwide. ©Gary Sorrell - NewsletterVille.com - Customized company newsletter and blog services!
Providing Opportunities for Employee Engagement
Employees who have a passion for what they do are practically self-engaging. In other words, they
seek out reasons to stay engaged in their job and with the company. But what about those employees who aren't quite as passionate, for whatever reason? The fact of the matter is that you can lead them down
the road to engagement just by providing opportunities for them to do so.
Many times, employees don't need a reason to become engaged. What they really need is the chance to become engaged. Below are five ways in which you can provide opportunities
to do just that.
Recognize the accomplishments of employees and celebrate them - Both parts of this initiative are important. By both recognizing and celebrating, you not only increase
engagement and retention, you also build a greater sense of camaraderie among the members of your team.
Celebrate traditions within the organization - This is another way in which to increase both engagement and camaraderie. This could be an annual awards dinner, or it might be
something as simple as a summer picnic or Christmas party.
Initiate a mentoring program - Once again, you're accomplishing two goals at the same time. With this initiative, you're facilitating a knowledge transfer between employees,
in addition to bolstering engagement and retention.
Create a cross-training program - Most employees want to sharpen their skill set and increase their abilities. They also want to know that they have room for advancement
within the company. This will accomplish both objectives.
Involve employees in decisions (whenever possible) - Of course, this might not be feasible in all situations. However, by involving them in the decision-making process,
they'll feel more a part of the company.
Evaluate your company and the culture that it offers. Are you providing opportunities like the ones listed above? Are there areas in which you should improve or make a more
concerted effort? By simply providing opportunities for your employees to become engaged, you might be surprised by how readily and easily they do so-with no further prompting from you.
Please contact us if you have any questions about this article, or about how we can help you with your current performance, leadership, and/or hiring needs.
Copyright protected, Sorrell Associates, LLC all rights reserved worldwide. ©Gary Sorrell - NewsletterVille.com - Customized company newsletter and blog services!
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