Organizational Development

Recruit and Hire Top Talent

performancepartners believes that hiring the right person for the job is the first piece of the performance improvement puzzle. And, hiring the right person begins with the job description.

We’ll develop job descriptions that help you:

• Hire the right person for the job
• Set wage and salary levels more accurately
• Address performance issues fairly
• Establish performance standards
• Handle legal and regulatory challenges more confidently

And, most importantly of all–

Set the Stage for Peak Performance

Give your employees the start they need to reach those peak levels of performance. If you want to hire superior people, you must first define superior performance. A well-written job description does just that. Employees must know what success looks like in the position, not only in terms of technical skills, but behavioral skills as well.

Technical skills are those acquired through formal learning and/or on-the-job experience and include things like: data entry, equipment or tools, computer hardware and software, accounting systems, etc.

Behavioral skills are work habits learned throughout life and everyday experience. Examples include: flexibility, planning and organizing, interpersonal skills, teamwork, etc.

It’s not enough to say you want them to be a team player, or have good communication skills. They must understand exactly what they need to do to be successful. For example, “Speaks clearly and persuasively in both positive and negative situations.” Now everyone knows what communication skills are expected.

Here is a sample of the type of job description we can write for you but remember, everything is customized so we’ll tailor it to meet your specific needs. Sample Job Description

Recruitment Plans

After identifying all the attributes that lead to success in the position, a recruitment plan is the next step to hiring top talent.

• What recruitment strategies attract your target market?
• Who is your competition for these candidates?
• What makes you more attractive than the competition?
• How will you assess the candidate?

Once you know who you’re looking for, where to find them and how to assess them, we’ll even implement the plan for you.

Save time and money by looking for the right person in the right places, and using an assessment plan that helps you determine if this is the best person for the job.

Assess the Candidate

The candidate assessment determines if the candidate is the best person for the position and includes:

• General Assessment Plan
• Resume (Application) Review
• Phone Assessment
• In-Person Assessment
• Reference Check
• Subsequent Assessment

General Assessment Plan – Establishes a standard process for assessing candidates for a specific position. It allows you to compare apples to apples instead of apples to oranges by following the exact same process for each candidate for the position.

Resume (Application) Review – Establishes a standard process for reviewing resumes and applications to determine if there is a match between the job description and the candidate’s experience and accomplishments.

Phone Assessment – Identifies standard questions to ask during the 20-minute phone assessment. All questions are legal and behavioral based designed to determine competency. The phone assessment saves time by weeding out candidates who look good on paper, but are not as competent for the position as they would like you to think. This ensures that only the most qualified candidates are brought in for the in-person assessment.

In-Person Assessment – Establishes a standard plan for conducting the In-Person Assessment. Depending on the position, this assessment includes interview questions, case studies, tests, personality assessments, etc. All interview questions are legal and behavioral based designed to determine competency, character, and personality. Look at a sample of an in-person assessment.

Reference Check – Establishes a standard plan for conducting reference checks. Reference checks may be used to verify information received in the earlier parts of the assessment and/or to decide between candidates who seem to be equally qualified. All questions are legal and behavioral based.

Subsequent Assessment – Establishes a standard plan for conducting subsequent assessments. Depending on the position, this assessment may include a second in-person interview, team interviews, case study, demonstrations, etc. This level of assessment is usually reserved for higher-level positions, or for organizations where employees select their own team members.

Hiring the right person for the job is too important to leave to chance. Let performancepartners help you develop job descriptions, recruitment plans, and assessment plans for every position in your organization.