| P2 provides analysis, training, and implementation of | | | | benefits. For executives this estimate grows to |
| lean manufacturing strategies. Our COMPASS and | | | | 400% of annual salary and benefits. It is prudent to |
| MAPP analysis direct you to the most profitable | | | | have a hiring procedure for all tiers of responsibility. |
| improvements and ensure that the improvements will | | | | Any extra diligence invested in an objective |
| bring real & lasting change to your corporate culture. | | | | procedure for top leadership selection will save |
| The most important leadership decisions are often | | | | money, momentum, and cultural fallout. |
| made without the benefit of objective data. In fact, | | | | The most effective hiring procedures involve clear |
| I have been told by a few business owners that | | | | job requirements. In addition to these, make a list of |
| they choose top leaders the way they would choose | | | | the characteristics missing in your team's current |
| a buddy. "Would I invite this person to a Bar-B-Que" | | | | skill-set. Once the field of applicants has been |
| or would this person fit in with the management | | | | narrowed by the appointed team of leaders (including |
| team". Many base selection of top leadership on first | | | | HR professionals) far sighted employers utilize the |
| impressions and social skills. While these are | | | | objectivity offered by selection specialists. These |
| important, first impressions are incomplete and it's the | | | | professional are able to predict performance by use |
| information in our blind spots that result in poor | | | | of skilled interview and a cadre of more powerful |
| selection choices. | | | | psychometric tests that are unavailable to the |
| To improve your ability to see into these blind spots | | | | average HR department. They act as sub contractor |
| and hire the right person the first time you must | | | | to the employer and must perform their service in |
| take two critical steps. Step one is to take a good | | | | compliance with best practices for selection decisions |
| look at your current leadership team's skills and | | | | as outlined in the Standards for Educational and |
| abilities as well as their readiness to embrace the | | | | Psychological Testing and the Principles for the |
| changes necessary for the transformation to become | | | | Validation and Use of Personnel Selection Procedures. |
| a Lean enterprise. This provides you with a clear | | | | The right leader will have the skill and style to |
| view of their current skill set and the characteristics | | | | complement and challenge your team. This leader will |
| required of a candidate to fit and complement the | | | | be the one that best fits the requirements of your |
| team. Prepare for the addition of a new leader by | | | | goals for performance and culture. So first, clarify |
| discussing the challenges you discover with the team. | | | | your leadership selection criteria so that the person |
| Let them know that you are more committed to | | | | you hire will be able to succeed. Then use the |
| improvement than you are to harmony. No brilliant | | | | objectivity afforded by your improved hiring process |
| and charismatic change agent can overcome the | | | | to make the choice. By following these steps the |
| status quo alone, so let your team know that you | | | | environment will be prepared for the new member of |
| are committed to removing obstacle to positive | | | | the leadership team to get up to speed and |
| change. | | | | contribute quickly and to be confidently followed by |
| The second step is to establish a standard hiring | | | | your key employees. You will gain confidence in |
| procedure for key leaders. This will improve | | | | securing the right leader and avoid considerable |
| objectivity and save tens of thousands of dollars. | | | | expense in money and cultural impact. As a bonus |
| The cost of hiring the wrong employee has been | | | | you will possess the knowledge of how to best |
| measured at one 150% of the person's salary and | | | | manage and equip them to thrive. |