Worldleaders300 State StreetRochester, NY 14614

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Create World Class Performance, evenin this economy!

What Happened to the Job Market in Today’s Economy?

What happened?We learned to be more productiveGlobalizationRecessionPeople are working longerDiscontent workers (boss, company, salary or benefits)

What will happen? Retiring work force (baby boomers) will create a skilled work force gap because generations X and Y are smaller

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Integration of Hiring and Top Performance

Creating a High Performance environment that transcends any economy through:

• Clear definition of your Strategy, Structure and Staff

• Talent Assessment and sorting of your current team

• Identifying the opportunities to top grade

• Finding and attracting top talent to work for you

• Interviewing for Performance

• On-Boarding

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High Performing Environments

Challenge– Move towards resolving issues, over coming

obstacles, and doing things that have not been done before. What are these challenges that align with your organizational goals?

Reward– High performing cultures offer rewards

beyond compensation. These are things like prestige, recognition, responsibility, reputation, investment, training, development, coaching and trust. What rewards does your organization extend for top performances?

Environment– Describing the personality of your

organization is critical to high performance and aligning star performers. A star in one organization may not be a star in another if they are not compatible. Consider dominance, hierarchy, collaboration and process orientation. (DISC)

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Strategy, Structure and Staff

Strategy: – Long term plans designed to achieve certain goals; often aligned to

“winning” Structure:

– Responsibilities, authorities and relations organized in such a way as to enable the organization to perform its functions

Staff: – A worker who is hired to perform a job

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Talent Assessment

Level- A: Top performing with demonstrated ability to meet/exceed measurable goals with little or no management intervention. The top 10% of the talent available at a given salary level.

– Management Focus- Challenge, Empower, Remove Obstacles

Level- B: Solid performers with predictable skills. Generally perform at + 90% of goals. Requires and responds well to coaching and mentoring. Represents the next 25% of the talent available within a given salary level.

– Management Focus- Lead, Motivate, Train and Discipline.

Level- C: Performance is commonly at 50-70% of expectations and goals. Motivation, morale, teamwork and interpersonal issues prevent the Level C from consistent performance.

– Management Focus- Determine if under performance is situational. If so, remove obstacle. If not, termination is required.

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Top Grade: Performance Based Hiring Starts with Performance Based Job Descriptions

Position/Title: Sales Executive

Reports to: VP of Sales

Direct Reports: N/A Objectives:

Primary: Grow revenue by XX quarter over quarter

Secondary: Increase XX services by XX% annually Results:

– Service Line 1- $ 1,500,000 new sales annualized

– Service Line 2- $ 500K new sales annualized– Maintain a customer satisfaction Rating of + 95%

Compensation:– Base Salary- – Performance Based Incentives

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Top Grade: Identify Top Talent

Where to find them

1. Your competitors- Local/ National

2. Industry Associations

3. Boards and Community Organizations

4. Virtual and Social Networking and New Media Recruitment campaigns

Measurable Attributes of a Star Performer

1. Proven track record of progressive compensation and responsibilities in similar or transferable situations. (Top 10% as compared to peers)

2. Consistent and progressive employment.

3. Longevity in positions/companies.

4. Positive references (3) from previous employer, colleagues and clients.

5. Personality profile aligns with job responsibilities.

6. Impeccable professional and presentation skills .

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Top Grade: Extract Top Talent

How to find them:

Cold Call (80%)

Network (15%)

Job Boards/Ads (3%)

Other (2%)

Why would they work for you? Challenge

– What are the challenges that align with your organizational goals? Reward

– What rewards does your organization extend for star performances?

Environment– In what ways would you describe your organization as a high

performance environment? Criteria for Success

– What are the “must have” critical success factors for someone in this role? How will you measure them? How will you articulate them in the interview and in your daily management?

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Interview for Performance

Phase Interviewer Candidate

Explanation of position, results required and an overview of the rewards associated with success.

Interviewer reviews job specification with candidate and answers all candidate questions.

Candidate should demonstrate active listening skills and the ability to ask questions appropriately and timely.

Candidate is requested to explain to interviewer how their skills, experience and aptitude align to the position.

Candidate should be able to effectively present their skills to the objectives and requirements of the position.

Interviewer gets answers to a series of behavioral and motivational based questions

1. Please explain your interest in this position

2. Please provide 2-3 examples of your most relevant accomplishments.

3. Please provide an example of a related situation you would handle differently in hind sight. Why?

4. How would your best clients describe you. Why?

5. How do you resolve conflict? (Examples)

6. What makes you effective at what you do? Why?

7. What do you need from management and colleagues in order to perform at your best?

8. What questions haven't I asked that I should in order to get a full understanding of your qualifications ?

Candidate should be able to provide clear and concise answers to all questions using specific and verifiable examples.

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On Boarding

Action Timing Responsibility

New Employee Biography Development /Distribution

New Employee Welcoming Meeting

Relationship Development- Supervisor- Colleagues- Clients- Other?

Company, Product or Services Training Plan- Define Training Plan with objectives,

owners, milestones and sign off’s

Develop 90 Day Orientation Plan

Ongoing Functions/Processes

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In Summary

Creating a High Performance environment that transcends any economy through:

• Clear definition of your Strategy, Structure and Staff

• Talent Assessment and sorting (ranking) of your current team• Are the right people in the right roles?

• Identifying the opportunities to top grade

• Finding and attracting top talent to work for you

• Interviewing for Performance

• On-Boarding

Questions?12