Building World Class Teams May 2009
- 1. Create World Class Performance, evenin this economy! Worldleaders300 State StreetRochester, NY 14614Toll Free 888.499.5525Local 585.399.0652Fax 585.399.0655www.worldleadersjobs.com
- 2. What Happened to the Job Market in Today’s Economy?What happened?We learned to be more productive
- 4. Recession
- 5. People are working longer
- 6. Discontent workers (boss, company, salary or benefits)What will happen? Retiring work force (baby boomers) will create a skilled work force gap because generations X and Y are smaller2
- 7. Integration of Hiring and Top PerformanceCreating a High Performance environment that transcends any economy through: Clear definition of your Strategy, Structure and Staff
- 8. Talent Assessment and sorting of your current team
- 9. Identifying the opportunities to top grade
- 10. Finding and attracting top talent to work for you
- 12. On-Boarding3
- 13. High Performing Environments ChallengeMove towards resolving issues, over coming obstacles, and doing things that have not been done before. What are these challenges that align with your organizational goals?RewardHigh performing cultures offer rewards beyond compensation. These are things like prestige, recognition, responsibility, reputation, investment, training, development, coaching and trust. What rewards does your organization extend for top performances?EnvironmentDescribing the personality of your organization is critical to high performance and aligning star performers. A star in one organization may not be a star in another if they are not compatible. Consider dominance, hierarchy, collaboration and process orientation. (DISC)4
- 14. Strategy, Structure and StaffStrategy: Long term plans designed to achieve certain goals; often aligned to “winning”Structure: Responsibilities, authorities and relations organized in such a way as to enable the organization to perform its functionsStaff: A worker who is hired to perform a job 5
- 15. Talent AssessmentLevel- A: Top performing with demonstrated ability to meet/exceed measurable goals with little or no management intervention. The top 10% of the talent available at a given salary level. Management Focus- Challenge, Empower, Remove Obstacles Level- B: Solid performers with predictable skills. Generally perform at + 90% of goals. Requires and responds well to coaching and mentoring. Represents the next 25% of the talent available within a given salary level. Management Focus- Lead, Motivate, Train and Discipline. Level- C: Performance is commonly at 50-70% of expectations and goals. Motivation, morale, teamwork and interpersonal issues prevent the Level C from consistent performance. Management Focus- Determine if under performance is situational. If so, remove obstacle. If not, termination is required. 6
- 16. Top Grade: Performance Based Hiring Starts with Performance Based Job Descriptions Position/Title: Sales ExecutiveReports to: VP of SalesDirect Reports: N/AObjectives:Primary: Grow revenue by XX quarter over quarter Secondary: Increase XX services by XX% annuallyResults: Service Line 1- $ 1,500,000 new sales annualized Service Line 2- $ 500K new sales annualizedMaintain a customer satisfaction Rating of + 95%Compensation:Base Salary- Performance Based Incentives 7
- 17. Top Grade: Identify Top TalentWhere to find themYour competitors- Local/ NationalIndustry AssociationsBoards and Community Organizations Virtual and Social Networking and New Media Recruitment campaignsMeasurable Attributes of a Star PerformerProven track record of progressive compensation and responsibilities in similar or transferable situations. (Top 10% as compared to peers)Consistent and progressive employment.Longevity in positions/companies.Positive references (3) from previous employer, colleagues and clients.Personality profile aligns with job responsibilities.Impeccable professional and presentation skills .8
- 18. Top Grade: Extract Top TalentWhy would they work for you?ChallengeWhat are the challenges that align with your organizational goals?RewardWhat rewards does your organization extend for star performances?EnvironmentIn what ways would you describe your organization as a high performance environment?Criteria for Success What are the “must have” critical success factors for someone in this role? How will you measure them? How will you articulate them in the interview and in your daily management? How to find them:Cold Call (80%)Network (15%)Job Boards/Ads (3%)Other (2%)9
- 19. Interview for Performance 10
- 20. On Boarding11
- 21. In SummaryCreating a High Performance environment that transcends any economy through: Clear definition of your Strategy, Structure and Staff
- 22. Talent Assessment and sorting (ranking) of your current team
- 23. Are the right people in the right roles?
- 24. Identifying the opportunities to top grade
- 25. Finding and attracting top talent to work for you