JWI 520, People Management, Week8 Summary, 8/26/12
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This week I have gained clarity about the most important factors to keep in mind when assessing a job candidate. I learned about the relative power and importance of core values, EI, IQ, past experience, future potential and key leadership attributes such as IIM, 4EP, ACSR, and other core competencies when making people decisions.
Takeaways are:
I. Bielaszka-DuVernay (2008), “Hiring for Emotional Intelligence”
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I learned the kind of questions to ask to test for aspects of emotional intelligence such as:
Self-regulation & Self-awareness - Tell me about a time when your mood affected the team's performance
Impact of one's behavior on a group - Tell me about a time when something you said had a negative effect on a team member and behavior changes you had to make.
Ability to learn from mistakes - Tell me about a time when you made a mistake and got on a wrong course. What did you learn from the experience ?
II. Jack and Suzy Welch, Podcast JWI 520, Week8, Executive Search Consultants
**********************************************************************************************
Use the consultants but do not take them at face value - check their references
III. Jack Welch, Video, JWI 520, Week8, Hire for the 4 Es
****************************************************************
Hardest thing is hiring and promoting people to next level. Success rate in 40 years improved from 50% to 80% only.
Look for 4Es:
Energy - somebody who will go after stuff
Ability to Energize - excite people; get people to buy in to their things
Edge - People who can say yes or no and take decisions
Execute - get it done
Passion - wrap the 4Es in a Big P; really caring about people, the job, wanting to win, excited by it; always see glass half full;
never hire a dark cloud - a big wet blanket who always sees dark side of things; need people with lots of energy oozing out; excited about other people being successful
IV. Qualities to look for when hiring (JWI 540, Week8, Lecture1)
Integrity: tells the truth, takes responsibility for actions, follows the spirit and letter of the rules.
Professional experience: Years of Practice matters; more relevant the candidate's former experience to the job opening, the better
Intelligence: Sheer brain power
Emotional Intelligence: Self aware, resilient, maturity, empathy; essential elements to team work and leadership in any job
Good personality: Negativity, grumpiness are contagious. Never hire people who are hard to like.
Energy: Thrives on action and constant change
Energizing: Gets other people revved up
Edge: Has the courage to make tough yes or no decisions
Execute: gets the job done
Passion: deep and authentic excitement about work
V. Competency-based people decisions have reduced turnover, improved job performance.
Core competencies of managers (Kelner, Egon Zehnder International) are:
1. Results orientation
**********************
Weak results orientation - simply do things well or better than present
Moderate results orientation - meet and exceed goals
Strong results orientation - interested in exceeding their goals, introducing improvements to the way things are done
Extremely strong results orientation - determined to transforming the business.
2. Team leadership
**********************
Low level competency manager - focus on setting goals for their team
Moderate level manager - concentrates on building a productive team; good enough for building most companies
Successful managers - passionate about turning a group of individuals into a coordinated, cohesive fighting unit far better than sum of parts.
3. Ability to collaborate and influence
******************************************
Managers with strong competency - effective in working with peers, partners, others not in direct line of command,
in a way that positively affects business performance.
4. Strategic Orientation
***************************
Leaders think beyond pressing issues of the day and even beyond their own areas of responsibility.
They stand back and look at the big picture, without ignoring the details.
5. Secondary competencies
********************************
(a) Commercial orientation - a drive to make money
(b) Change leadership - ability to lead organizational transformation and realignment
(c) development of organizational capability - improve long term capacities of others
(d) customer awareness - relentlessly consider customer perspective
(e) market knowledge - deep understanding of industry dynamics
6. Assess current capabilities or potential
***********************************************
Ambition - does the person want to grow and move ahead ?
Learn from experience - does candidate have ability and desire to seek opportunities to learn, take risks, seek and use feedbacks & remain open to criticism?
Competencies that predict high potential - strategic orientation, change leadership, results orientation
7. Pay attention to candidates values
*******************************************
Never ever make concessions regarding ethical values for candidate.
Integrity is a fundamental value - do your best to ascertain before hiring someone (Welch, 2005).
Shared values are important in an organization ( Jim Collins)
Right people share the core values of an organization:
Find people who have a predisposition to the core values
Create a culture that rigorously reinforces those values
8. Are past successes a result of star's own capabilities ?
*************************************************************
Some stars are only stars because of complementary talents from their supporting players, organizational and human resources.
Performance in many jobs isn't only the result of individual skills but shared resources, capabilities, internal systems & processes, internal networks, training.
Dr DP
***********************************************
This week I have gained clarity about the most important factors to keep in mind when assessing a job candidate. I learned about the relative power and importance of core values, EI, IQ, past experience, future potential and key leadership attributes such as IIM, 4EP, ACSR, and other core competencies when making people decisions.
Takeaways are:
I. Bielaszka-DuVernay (2008), “Hiring for Emotional Intelligence”
***************************************************************************
I learned the kind of questions to ask to test for aspects of emotional intelligence such as:
Self-regulation & Self-awareness - Tell me about a time when your mood affected the team's performance
Impact of one's behavior on a group - Tell me about a time when something you said had a negative effect on a team member and behavior changes you had to make.
Ability to learn from mistakes - Tell me about a time when you made a mistake and got on a wrong course. What did you learn from the experience ?
II. Jack and Suzy Welch, Podcast JWI 520, Week8, Executive Search Consultants
**********************************************************************************************
Use the consultants but do not take them at face value - check their references
III. Jack Welch, Video, JWI 520, Week8, Hire for the 4 Es
****************************************************************
Hardest thing is hiring and promoting people to next level. Success rate in 40 years improved from 50% to 80% only.
Look for 4Es:
Energy - somebody who will go after stuff
Ability to Energize - excite people; get people to buy in to their things
Edge - People who can say yes or no and take decisions
Execute - get it done
Passion - wrap the 4Es in a Big P; really caring about people, the job, wanting to win, excited by it; always see glass half full;
never hire a dark cloud - a big wet blanket who always sees dark side of things; need people with lots of energy oozing out; excited about other people being successful
IV. Qualities to look for when hiring (JWI 540, Week8, Lecture1)
Integrity: tells the truth, takes responsibility for actions, follows the spirit and letter of the rules.
Professional experience: Years of Practice matters; more relevant the candidate's former experience to the job opening, the better
Intelligence: Sheer brain power
Emotional Intelligence: Self aware, resilient, maturity, empathy; essential elements to team work and leadership in any job
Good personality: Negativity, grumpiness are contagious. Never hire people who are hard to like.
Energy: Thrives on action and constant change
Energizing: Gets other people revved up
Edge: Has the courage to make tough yes or no decisions
Execute: gets the job done
Passion: deep and authentic excitement about work
V. Competency-based people decisions have reduced turnover, improved job performance.
Core competencies of managers (Kelner, Egon Zehnder International) are:
1. Results orientation
**********************
Weak results orientation - simply do things well or better than present
Moderate results orientation - meet and exceed goals
Strong results orientation - interested in exceeding their goals, introducing improvements to the way things are done
Extremely strong results orientation - determined to transforming the business.
2. Team leadership
**********************
Low level competency manager - focus on setting goals for their team
Moderate level manager - concentrates on building a productive team; good enough for building most companies
Successful managers - passionate about turning a group of individuals into a coordinated, cohesive fighting unit far better than sum of parts.
3. Ability to collaborate and influence
******************************************
Managers with strong competency - effective in working with peers, partners, others not in direct line of command,
in a way that positively affects business performance.
4. Strategic Orientation
***************************
Leaders think beyond pressing issues of the day and even beyond their own areas of responsibility.
They stand back and look at the big picture, without ignoring the details.
5. Secondary competencies
********************************
(a) Commercial orientation - a drive to make money
(b) Change leadership - ability to lead organizational transformation and realignment
(c) development of organizational capability - improve long term capacities of others
(d) customer awareness - relentlessly consider customer perspective
(e) market knowledge - deep understanding of industry dynamics
6. Assess current capabilities or potential
***********************************************
Ambition - does the person want to grow and move ahead ?
Learn from experience - does candidate have ability and desire to seek opportunities to learn, take risks, seek and use feedbacks & remain open to criticism?
Competencies that predict high potential - strategic orientation, change leadership, results orientation
7. Pay attention to candidates values
*******************************************
Never ever make concessions regarding ethical values for candidate.
Integrity is a fundamental value - do your best to ascertain before hiring someone (Welch, 2005).
Shared values are important in an organization ( Jim Collins)
Right people share the core values of an organization:
Find people who have a predisposition to the core values
Create a culture that rigorously reinforces those values
8. Are past successes a result of star's own capabilities ?
*************************************************************
Some stars are only stars because of complementary talents from their supporting players, organizational and human resources.
Performance in many jobs isn't only the result of individual skills but shared resources, capabilities, internal systems & processes, internal networks, training.
Dr DP
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