Group Members

• Mittu Joseph

• Ankit Uttam

• Ayush

• Saurabh Deepak Wankhade

• Prasanna Subba

• Snehal Moon

• Tushar Rohatgi

• Abhishek Singh

• Ravi Shankar Sharma

• Vibhushit Rana

Hiring people in leadership roles:• Chief Executive Officer (CEO)• Direct reportees• Significant impact on the organization

“While every hiring is critical, at the senior level the stakes

are high.”

Today’s leaders need to handle:• Rapidly changing legal and regulatory

environments• Shifting consumer base• Changing technology

The Role of a Leader

Business leaders need four kinds of competencies:

Business Skills• Involve information processing• Includes business acumen, strategic vision,

decision making• Depends on cognitive ability• Organizations select and evaluate on the

basis of cognitive and business skills• Ignore human side of enterprise

Leadership Skills• Includes building teams, delegation,

managing performance• Consists of five components:

i. Recruit/attract talentii. Retain talentiii. Motivate teamiv. Developing, projecting, promoting vision

for teamv. Persistence and resilience

Interpersonal Skills• Building trust, relationship and influencing others• Are often poised, charming, approachable,

rewarding to work with• There are four elements to this skill:

i. Ability to put oneself in another person’s shoes

ii. Ability to correctly anticipate another person’s expectations

iii. Ability to modify one’s behaviour according to other person’s expectations

iv. Having self-control to stay focused on the other person’s needs

Intrapersonal Skills• Self-regulatory competency at the core of how a

leader approaches work• Developed based on life experience• Has three components:

i. Self-esteem (confident, not easily frustrated)ii. Attitude towards authority (follow rules,

conforming, easy to supervise)iii. Self control (follow routine, disciplined)

Assess what cannot be developed

“Not every gap in the new hire can be addressed by sending the person for a training programme

or by assigning him a coach.”

“The intrapersonal competencies develop early in life followed by the development of interpersonal, leadership and business skills. The earlier a skill is developed the more difficult it is to change. So

the important thing to remember is that while hiring it is far more important to assess

intrapersonal and interpersonal skills than it is to assess the business ones.”

could set high goals for himself and his teamcalm and confidentpeers found him very abrasivefound his manner of communicating very hurtfulspent very little time in face-to-face meetings fussy about details

Alokcharismatic leaderself-assured and had offbeat and innovative ideasdid not consult his peersLaunched risqué ad campaigndid not take accountability

Bimaljoined from a mid-sized companycrafted a compelling visionbuilding a team that was highly engagedhospital incident (sanction loan)made his displeasure known to everyone when the loan application was turned downpromised ‘a generous’ severance package to the affected employees when company shut down

Chirag

Hire Best or Right ?

• Organizations have an option of either choosing Best or Right.

The ‘Best’ has all the best qualifications and experiences.

The Right has required competencies and personality sited for job.

Vs

Hiring Matrix

Education Competencies

Experience Personality

95% hirings done by recruiters with focus on left side of the matrix.

Why Hire Right ?

Talent NO guarantee of performance.

Attributes of ‘Right’ candidate Motivation.Drive.Challenge lovers.

Why Hire Right ?

Entry level•Education & experience

based decision

Leadership Level•Competency and

personality based decision

Decision•Comprehensive

analysis must.

•Psychometric assessment needed

Experiences of a Recruiter

Questions to be asked don’t matter.

Decoding of answers & judgment of candidates' fit with that of organization. Imperative to create a Success Profile© before hiring at leadership level

Experiences of a Recruiter

• Indicator of fit with organisation.

• Ensure no gap between motivation & Value

Measurement of

Personality

• Correct choice of strength in a particular job.

• Value fit between individual & organization affects satisfaction level of Leader

Personality Factor

Top Management

• Personality viz-a-viz Demands of the Role

• Organization’s Culture Fit

Middle and New Hires

• Adequate Experience, Right Qualifications, Desired Skillsets.

• Micro Manager or Detail Oriented

The Secret Sauce

• Robert Nardelli from GE to Home Depot– Damage to business,

employees and Shareholders

• Leo Apotheker from SAP to HP– Downturn in Financial

performance of the Company– Lasted for 11 months at HP

Personality

Identity

As we see it from Inside

Defined by Hopes, Dreams, Aspirations, Goals, ValuesNeed to assess Values and Motivations to be an Organization’s fit

Reputation

Personality from OutsideDefined by Self-Confidence, Sociability, Integrity, Charm and Creativity.Measures the fit between Person and Role

Define: Personality

• Lowered Attrition Rate across the Organization

• Rise in the Employee Engagement

• Strong bond between :– Individual

Competencies– Job Requirements– Managerial Style– Organizational

Climate

Result of Right Hire

• Notice Pay (usually 2 months)

• Fee Paid to Search Firm

• Relocation Expenses• Outplacement Fees

(if paid)

• Intangible Costs• Lost Clients• Missed Deadlines

Costs of Wrong Hire

Impacting the Hiring Process

• Dynamic in Nature, Plans valid for short duration

• Dependent on rapid-change of PESTLE• Frequent changes in requirements of a

Role

Business Environment

• Difficult to find the right candidate at the top

• Culture of the Firm vs. Transferability of Business Knowledge

Changing Pool of Talent

• Labor Market Shift and Regulation• Rising Wages in India & Slowing Economy of

Europe & US • “A General, Positive, Job Attitude leads to

Success”

Hiring NRIs and Foreign Nationals

• Important Parameters: Passionate Curiosity, Battle-hardened Confidence, Team Spirits, Simple Mindset and Fearlessness

• Need for a Standardized option to Assess People

Right Assessment

• Justify the evidence you get

• Structured and scientific approaches are important

• Candidates selected on past experiences – not necessarily for the same role– E.g. ONEsite & JetBlue

• Hiring the right candidate for a senior level team is as important as hiring for a middle level team

Interviewer’s Mistakes

Common Mistakes

• Unclear Expectations of the Interviewers– Absence of consistency in expected competencies

• Articulation Bias– Candidates with good articulations skills need not

necessarily be the right choice– A competent person who is not articulate could be a

right candidate

• Playing Psychologist– Use personality assessments instead of being a

psychologist

• Not Taking Notes– Makes it difficult to make decisions and the

interviewer cannot improve.

Common Mistakes contd..

• Overlap in Competencies Covered– It’s a good idea for have another interviewer but

the panel should not check for same competencies

• Not Checking for Role Fit– It is important to assess the candidate if he/she is

fit enough to do the work he has experience in and wants to continue it.

• Not Checking for Culture Fit– Culture in one company is way different from that

of any other– Same applies for the candidate too– There should be clarity of requirements

Building A Success Profile

“If you don’t know where you are going,

you can never get lost”

At leadership level

• Job description are often out of date– Usually summer interns update the job descriptions

• Some biz leaders prefer using competencies to the JD– Competencies = behaviour reqd. to be demonstrated

to be successful

Case :Indian company acquires manufacturing plant in Mexico

o Mexican plant problems : labour unrest , loss of trusto New country head was to be choseno Success Profile sm suggested : Engg. Skills +

Influencing skillso Options : Indian, IIT, Ph.D(material engg) /

Mexican, Msc in Physicso Board choose Mr.IIT , but failed !!

Why build a Success Profile

• JD is useful for recruitment till junior level• At middle level – imp to evaluate the

competencies the role requires– Focus more on assessing competencies

• While hiring at leadership level– Education + Experience = 20 % of a leader’s success– Competencies & personality matters the most– 4 areas to be assessed before taking hiring decision

PERSONALITY COMPETENCIES

EDUCATION EXPERIENCE

How to build a success profile

• At leadership level –– interviewers should assess the competencies based

on biz drivers– Personality factors – should be suit the job role &

organisational culture– Job role should be defined by the biz drivers

• DDI approach - to build a success profile for a CEO of mid-size co.

• Business context : – Previous CEO retired, new CEO to be chosen– Market share slipped – 2nd to 6th position in just 4

yrs– Demotivated leadership team – Meetings = Blame

game– New players entered & introduced addl. features

with strong after sales service

Steps to create a Success Profile

Identify the key drivers of the business

Identify the competencies needed for each driver

Identify the personality elements that will enable or derail the new hire

Consolidate the competencies and personality factors to show the road map to success

Personality and ‘fit’

Don’t Hire the Best

• Qualification, experience, competence and personality -how should a manager weigh these while recruiting? Does it pay to take on a 'star' performer? What, indeed, is the secret of good hiring? 

There's no organizational process more important than recruitment. However, traditional resume- and interview-based hiring often does not account for the most important factor: personality. But what individual traits must one measure, and how? Skilled interviewers know that the trick lies in not just asking questions that challenge the candidate, but in figuring out whether his or her answer reveals a fit between the company's expectations and the personality of the interviewee.

Everyone Is Not Able

1. Everyone who is qualified to do a role may not be able to do the role. While in the short run people may stretch themselves and demonstrate the appropriate behaviour needed for the role, eventually their performance will drop because they do not have the personality elements.

2. A motivational fit with the role helps a person succeed. Job satisfaction is driven by a fit between the individual’s and The organization’s values and also how to assess individual values, motivations and preferences like and dislike. This can be an important predictor of employee engagement, and a low fit will lead to attrition of high-performing and otherwise successful employees.

Personality: The Bright Side

Bright Side in personality?

“Characteristics that facilitate or inhibit the person’s ability to get along with others and to achieve his goals”

Why personality test??

• What if they all look like superstars..

The Hogan Personality test

• The Hogan personality test (HPI) is a tool that can be used to asses the candidate’s personality, to check the extent of fit with the role

• It was developed on people working in different roles in variety of organizations

• It is a measure of “Normal” personality• HPI test provides detail information about

the BRIGHT SIDE of personality• The High scores are 65% and above , the

low scores are below 35% and scores between 36 to 64% are medium ranged

Seven Scales of HPI

• Adjustment: Calm, even tempered, conversely, moody and volatile

• Ambition: leader-like, actively seeks status, values achievement

• Sociability: Talkative, Socially confident• Interpersonal Sensitivity: Social skill, tact,

perceptiveness • Prudence: self control, conscientiousness• Inquisitive: Curiosity• Learning approach: level of joy person gets in

academic activities and values education as an end in itself

• The Hogan Development Survey (HDS) describes the dark side of personality – qualities that emerge in times of increased strain and can disrupt relationships, damage reputations, and derail peoples’ chances of success. By assessing dark-side personality, you can recognize and mitigate performance risks before they become a problem.

The HDS measures dark side personality along 11 scales. The following describe high scorers:

Excitable: moody, hard to please, and emotionally volatile Skeptical: suspicious, sensitive to criticism, and expecting betrayal Cautious: risk averse, resistant to change, and slow to make

decisions Reserved: aloof, uncommunicative, and indifferent to the feelings

of others Leisurely: overtly cooperative, but privately irritable, stubborn,

and uncooperative Bold: overly self-confident, arrogant, and entitled Mischievous: charming, risk-taking, and excitement-seeking Colorful: dramatic, attention-seeking, and interruptive Imaginative: creative, but thinking and acting in unusual or

eccentric ways Diligent: meticulous, perfectionists, hard to please, set high

standards and micromanaging Dutiful: eager to please and reluctant to act independently or

against popular opinion

Organizational Fit

• Focuses on Values and Motivation• Hogan says: Three dimensions of

personality measurement– Dark side of Personality– Bright side of Personality– Values (Measured by Motives, Values

and Preference Inventory – MVPI)

MVPI Report

• Recognition – Desire to be known• Power – Driven by desire to succeed• Hedonism – An environment where Fun is an

important part• Altruistic – Desire to help• Affiliation – Varied Social Contact• Tradition – Belief in Values• Security – Need for Predictability • Commerce – Money• Aesthetics – Self Expressions• Science – Tech savvy

Values and Organizational Culture

• Leader’s Personality – Directly impact Organization’s Culture

• Simplest way to understand the relation is by observing Reward & Recognition

• Simple Definition of Culture: “The way things are done around here”

• Strong relation between the fit of current or desired organizational culture and the CEO characterstics

Elements of Organizational Culture

• Recognition– High: Managing media– Low: Shy on media

• Power – Driven by desire to succeed– High: Aggressively pursue Opportunities– Low: Avoid pushing their staff

• Hedonism – An environment where Fun is an important part– High: Fun is valued– Low: task Oriented

• Altruistic – Desire to help– High: CSR – Low: interest of the Organization is paramount

• Affiliation – Varied Social Contact– High: Socialization– Low: Highly opaque

• Tradition – Belief in Values– High: Pride in Past– Low: Unconventionalism

• Security – Need for Predictability – High: Predictability– Low: Freedom to take chances

• Commerce – Money– High: Profitability and Cost conscious– Low: Challenges based

• Aesthetics – Self Expressions– High: Self Expression– Low: Cost Conscious

• Science – Tech savvy– High: Data Based– Low: People Based

Conclusion

•Understand the demand of the role

•Create Success Profile

•Identify enablers and derailers

Step 1

•Hogan Personality Inventory to assess the ‘bright side’

•Personality what the others observe in a candidate

Step 2

•Hogan Development Survey to identify the ‘dark side’

•Warns you about potential issues that may come up

Step 3

•Assess the motivation of an individual

•Helps to find a fit with organization’s culture

Step 4

•Hiring right is when•t

he person matches the demand of the role

•Is motivated

•Culture fit

Step 5

Thank You…!!!