3 Steps to Replicate High Performers in Your Organization
Does the 80/20 rule apply in your organization? Do you wish you could consistently replicate high performers? Successful leaders know that a small percentage of people drive a disproportionate percentage of value to an organization. Although this is clear in roles that can be measure through hard numbers, such as sales, we often see this play out in customer service, engineering, product development, and marketing roles as well.
It may be easy to recognize top performers when watching them in action. The challenge is understanding what makes these people successful beyond what we can see at the superficial level, and then how to ensure candidates for similar positions share these success factors. Our research shows that most managers are not trained or equipped to meet this challenge. Too often they are biased to individuals with similar characteristics to themselves (i.e., the hiring manager), and not necessarily to someone who is a true high performer in that job. This is where a formal job fit program can really make a difference and improve the quality of hires.
There are 3 basic steps to job fit. these are:
1. Clearly identifying the top performers in a role or business function.
These are employees who far outperform their peers. You can do this by looking at objective data that are indicators of performance in that job that are measured at an individual level. This could include sales performance, output volume, quality metrics, customer satisfaction surveys, and other key performance indicators.
2. Learn what makes the top performers different.
There are a number of factors to consider, such as experience, education, employment history, career progression, and training. Psychographics are another important set of factors to consider. These include the individuals personality traits, innate behaviors and preferences. Valid assessment instruments, such as the ProfileXT or the Profiles Sales Assessment are essential to get quality data to draw conclusions about the individual. Aggregating these factors enables organizations to create a performance model that defines the characteristics of a high performer. You will use this performance model as a benchmark to compare and evaluate other candidates for this job.
3. Evaluate prospective candidates relative to the performance model for that job.
Your organization would use the same assessment tools and criteria used to develop the performance model to evaluate new candidates for the job. This usually requires some training for hiring managers in the utilization of the assessment reports and in improving their interviewing skills.
The combination of an objective benchmark based on a valid assessment combined with a good interview and evaluation process will result in better hires and better hiring manager satisfaction.