Tracy Britt Cool (76:26)
Yeah, so we very much subscribe to the who process. So by GH Smart, there's a book called who W H I? So it is I think single handedly the best simple book on hiring. And if you read that book, almost everyone will become a better hiring manager. And there's a few components to it and we've augmented and added our own. But the first is building a really in depth scorecard for the role. Most people completely skip this process. They just jump to I'm going to write a jd, I'm going to post the role, I'm going to start interviewing and then I'll sort of figure it out. And people usually do that because you're in pain, you're trying to fill a role and you don't have someone in the role or you don't have the right person and so you just want to get going. And we always say by doing that you may save your time today, but you're going to lose time down the road because you're not aligned with your counterparts on it. You don't market to the right people, you don't interview the right candidates or you hire the wrong person and then you've got to exit that person and you lose lots of time and money in doing that. So how do you actually start up front and get a line mind and get clarity on what you need in the role? And so a good scorecard in my, our mind has three sort of critical components. The first is what's the mission of the role? And so really clearly what are you going to go drive in this role? And how do you make it like specific? You want it time bound, you want as like as measurable as possible. So if you're hiring a VP of sales, you might say, we want to double revenue over three years by improving our industrial account management and adding large industrial contracts. And we want to build a team of farmers or we want to build a team of hunters, whatever it may be. And by doing that, what do you want to achieve, what's the time you want to achieve it? And some level of the how. And the how is important because sales leaders are very different. Like if you're going to sell through Amazon, you probably need a different sales leader than if you're going to sell direct or if you're going to sell through large customers. And so can you, are you clearly articulating what you need? So that mission's important. The second is the outcomes. So three to five really clear outcomes of what you're going to go drive. So that might be growth and revenue, but it also might be we need to grow margin or we need to, you know, improve from four national accounts to 10, whatever the outcomes are that you need for that role, as clear and crisp as possible. And then the third are competencies. And what are the competencies needed for this role? And we think of competencies on two levels. One is functional. So there's some roles where you, you need a certain type of competency. So you might need analytical or you might need relationship based whatever it is for that role. And then there's company to big cultural competencies. We need everyone to be humble or open to feedback or aggressive, whatever it is for your business. And so the scorecard is putting those things together, the hiring manager puts those together and then shares that with their counterparts and so other stakeholders. And then you beat it up. And what you'll find is people will say, whoa, you think we need to grow through national accounts? I think we should be going to mom and pops. And that conversation is had early in the process where you can get alignment, have disagreement, but then move forward on what you want to go do. Once you have that scorecard, then the hiring manager or the recruiter or the search firm know like, okay, this is what the person needs to go Do I can find people who can go do this. I can build a JD that's going to market to people who want to go do this. And I can more clearly articulate it. And then that scorecard then flows through the interview process of now I have to know how to interview. So that's the first component is the scorecard. The second component is the sourcing. And so most sourcing in most companies is very reactive. You know, I, I post the job and people apply. And my view is like, oftentimes the people applying aren't always the people you want, right? They're the people usually who don't have a job or unsatisfied in their job. Oftentimes your best performer are happy in their job and they're doing really well. And so you need to go find those people. And so having the hiring manager or the recruiter reaching out and taking ownership of that to actually find the people that you want to have and not just waiting for people to come to you. So really diving into more specifics of how do you go source. And then the third is around selection and how do you improve your selection process. And this is what most people think about when they think about hiring is the selection part. Our selection has a few different sort of components to it. So the first is actually like the hiring manager. We do a screen with the recruiter, but then the hiring manager going deep on different areas that we think are important in the role from the scorecard. So the outcomes, the competencies in that first interview and then actually have an interview panel that have different people interviewing different areas. So what we find most interviews start with like, tell me a little bit about yourself and you know, tell me about your background. And then 20 minutes later, then you've had that same conversation or that candidates had that same conversation with three or four different people versus saying, you know, your job is to interview on outcomes and all you're gonna focus on are these outcomes. Your job's to focus on functional competencies. All you're going to focus on is are they analytical if that's what you're looking for, right. Relationship based. And then the one person focusing on cultural, I'm like in your interview comes in, you're not worried about what their past role is or how competent they are in terms of the outcomes. You're worried about their culture. And so having the interview set up from that. And then we augment those interviews with behavioral assessment. So we usually do behavioral and cognitive, which we think helps us better understand some of the cultural and Aptitude aspects. We usually do a case study which is a deep dive on real topics that we're facing. And then we usually do a top grading interview which is a in depth, usually 90 minute to 3 hour interview where we're going through every pass role that they've done. What were the outcomes or the scope of responsibility, how did they perform, what would their manager say about them, those types of conversations. So it's a pretty in depth process been followed based on sort of who, but it significantly improves your outcome of success.
