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Menu:
Updates:
April 2010:
Expert Insights - Creating a Team-Building Culture
March 2010:
Executive Briefing
February 2010:
Join other leaders who are maximising business performance
September 2009:
JobFit Assessments
August 2009:
Managing Human Capital in Unprecedented Times
June 2009:
Is your Organisation "Best-In-Class"?
May 2009:
Now is the time to Review your Screening & Selection Processes
March 2009:
Candidate Screening & Downsizing - How to make it effective!
January 2009:
All Managers can be Great Coaches
December 2008:
Study proves that Managers rarely understand the Success Factors of their employee
November 2008:
Perhaps if I starve the patient
that will make them stronger
October 2008:
Developing Courageous Leaders
September 2008:
Low Cost Employee Perks that won't punish your bottom line
August 2008:
Lessons of the Square Watermelon
Is it time to review your Screening & Selection Processes?
Most managers consider themselves to be excellent recruiters and rave about how great they are at picking the right person for the job; to the point where they will even say that they will know if the person is right within the first two minutes of the interview.
So why is it that on average only about 26% of employees in any team or organisation are recognised as being Top Performers?
and .
Why is it that the informal recruitment processes that most managers use, result in less than 20% of employees being fully engaged in the workplace?
The reason is because the screening and recruitment processes used by most managers are completely subjective and unstructured resulting in a 74% incidence of selecting non-top performers but a 100% success rate in selecting someone they like!
Why is more emphasis placed on like instead of fit? Because deep down the last thing they want is someone who will be difficult to manage.
So what is the answer?
Developing a Leadership Pipeline
"Management is doing things right; leadership is doing the right things"
Peter F. Drucker
There is much discussion about Leadership and it comes as no surprise that business leaders now regard the development of leadership attributes in their organisations as the highest priority.
The challenge for all executive managers is to develop an effective, and therefore simple, leadership pipeline that caters for the four different leadership styles. The four leadership styles can be best explained by describing the attributes exhibited when everything is going well (a good day) and when they are not going well (a bad day):
1. Order
Good Day: cautious, reserved, meticulous & perceptive
Bad Day: passive resisters, aloof, perfectionists & guarded
2. Action
Good Day: daring, leads from the front, self-assured, confident
Bad Day: single-minded, egotistical, domineering & sceptical
3. Change
Good Day: inventive, roguish, energetic, charismatic
Bad Day: scheming, strange, devious & full of bad ideas
4. Nurture
Good Day: collective, laid-back, team player, collaborative
Bad Day: needy, complacent, weak & eager to please
As nearly every leader will portray more than one leadership style depending on the circumstances, the question then arises:
What trait/s are common to all four leadership styles when each one is obviously so different to all others?
The answer is... COURAGE
As we all look forward to the economy starting its journey into the land of consumer and business confidence, now is the time to review all of your processes and be ready for the growth cycle that will come (we just don't know when).
Ask yourself these questions:
"Is there a better way to screen and select future employees?"
"Is there a better way to train, coach and mentor our current employees?"
"Is there a better way to develop the leadership capabilities of our management team?"
The answer to all of the above questions is that, yes, there are always better ways. You just have to be receptive to change and accept that since the last time you reviewed the options better ways have been created.
To find out how Profiles International can provide you with a better way to select, retain, manage, coach and develop your most important asset, please email or alternatively call us on (02) 9936 9000.
Regards,
Mark
Mark Purbrick
Regional Director