Horizon Point Consulting

Author: Mary Ila Ward

  • 4 Keys to Communication to Create Optimal Candidate Experiences

    4 Keys to Communication to Create Optimal Candidate Experiences

    Candidate experience isn’t just about getting people to apply for your opening positions.  It is also about getting them to continue to or start buying your products and services.  In a recent candidate experience study by IBM,  “candidates who are satisfied with their experience are twice as likely to become a customer of the hiring organization compared to unsatisfied candidates (53 percent vs. 25 percent).”

    So you may not care if an unqualified applicant applies for your openings, but you definitely want everyone to continue or start buying from you.

    With this in mind, communication is the most critical piece of positive candidate experience.  In order to create a positive experience these things need to be present:

    1. Informative Communication. Many applicants find that their application goes into a “black hole” and they never hear anything.  Candidates should be informed if they have been screened out for a job and why.  A rejection may seem like bad communication, but in reality, no communication is much worse.  Make sure you follow-up and inform candidates after every step of the process (application, phone screen, assessment, interviews, etc.) as to whether or not they are still in the applicant pool and why or why not.

    If candidates are screened out, inform them of other openings with your organization that may be a good fit for them, if this is in fact the case.  Definitely don’t do this if you do not have openings that are a fit for them because this is misleading and unauthentic (see #4).

    2. Differentiated Communication. If you’ve done a good job of informing candidates, the next step is to go beyond using the boiler plate emails that your ATS provides. Customize the communication to reflect your culture and brand.

    3. Diverse Communication. One way to differentiate your communication with candidates is to diversify it. Let candidates hear from someone other than the recruiter or hiring manager.  This could come from someone in the job they are applying for, someone who is at the same stage in their career, and/or someone who fits their demographic profile.

    Video is a great way to differentiate and diversify your communication.  Take short clips of people throughout the organization talking about what they do and what they like about their jobs and the organization.  Use these on your careers site but also make use of it in customized emails/newsletters to candidates you are trying to target as well as those who are already in your pipeline.

    4. Authentic Communication.  If you’ve differentiated and diversified your communication, you’re stepping in the right direction of displaying authentic communication.

    Make sure your communication materials do not convey something your organization is not.  No organization is all sunshine and rainbows, so make sure your candidate communication is realistic, honest and authentic.  If you don’t have pool tables in the breakroom along with endless snacks, don’t act like you do because you’ve heard that is the way to attract millennials to a workplace.  If you’re organization’s demographic isn’t diverse as you’d like, don’t hire actors or use stock graphics to populate your careers page.  Actually use people who work in your organization.

    Make sure you know who and what you are as an organization and what you are striving to become.  Tell candidates about this throughout the process.

     

    What do you do to communicate effectively with candidates to build a positive experience for them?

     

  • REPOST! Don’t Want to Wake Up With Regrets? Create a Mission Statement

    REPOST! Don’t Want to Wake Up With Regrets? Create a Mission Statement

    This post was originally published on August 30, 2013 and has been updated.

    Mission statements are critical to directing success.  Companies have them, why don’t individuals?  Having one can help you focus and reach what you want to accomplish in life by answering the who, what, why and how of you.  Its not a mission statement unless it is written down. Whether or not you are trying to make career or college decisions in your life, everyone needs to have a personal mission statement.

    The exercises focused on identifying finding your talents, passions and values, for career purposes are a good starting place to help you discover your mission.  Just as the best place for shining your light for your career is at the intersection of these three things, so is your personal mission.   If you haven’t taken the time identify your talents, passions and values, I would encourage you to identify your top three in each area by looking at the resources here on the blog that have focused on talents, passions and values throughout 2018 and looking toward 2019. When you define your mission, you should be able to live out your talents, passions, and values through it.

    Don’t want to wake up with regrets?

    We use a workshop called The Power of 3 to walk people through creating personal mission statements, goals and success strategies for themselves in order to help them insure they are living life to the fullest. They help people not wake up one day with a whole list of regrets.  Mission statements also help people say no to things that aren’t inline with their mission (more on this here).

    You can download the worksheet to this workshop here: Power of 3 Worksheet.

    Here are some other tools for creating a mission statement for yourself:

    What is your personal mission?

  • 2 Keys to Being a Successful Leader Instead of a Doer

    2 Keys to Being a Successful Leader Instead of a Doer

    A production line worker is promoted to line supervisor, yet he is still running the line like the rest of his team.

    A department Vice President is still solving day-to-day issues and is drowning in a to-do list that has nothing to do with leading the people in her department.

    At every level of the leadership hierarchy, I see it often.  Leaders not leading.  Yes, they are busy doing, but they devote little to no time leading people.   And if they just led more, it would actually shorten their to-do list!

    They were stars at their functional roles, so what do they keep doing even when promoted?  The functions that they do well.

    If you are making the transition to a leader of people,  or if you are a part of HR trying to help facilitate successful transitions for people to be good at leading people, here are some things that can help equip you/your team to make the transition successfully:

    1. Engage in/Provide leadership coaching and training. Pave the way to do this before making the transition to leader if possible. This will help equip you with mindsets and insights to practice before being placed in the role. When seeking someone to help you improve your performance, what should you look for? Here are 4 key things to look for in a coach.

    Books: If you are taking the self-directed approach to this, start by picking up some great leadership books.

    Classes: Enroll in a leadership classes that focuses on successful leadership principles and practices.  These come from all types of providers and in all types of formats, costs, and time commitments.   For a large organization, your company’s LMS should have a variety of resources and potentially structured, pre-arranged classes.  For smaller organizations, reach out to peer organizations in your community and see what they would recommend.

    Coaching: Reach out to a leadership coach internally or externally to arrange regularly scheduled coaching through your transition.   For more on vetting a coach, check out this post.

    Mentoring: Seek out someone who is already established as a strong leader of people to meet with regularly. Your natural tendency may be to gravitate towards a mentor that is good at what you are- functional responsibilities. Resist the urge and find a mentor that truly is the best at leading people. We would suggest meeting at least twice a month to begin with and then less frequently as you transition successfully. Read more about mentoring here.

    2. Practice Leadership Habits:  There are certain things that almost, if not all leaders do, and that is spend a substantial portion of their time equipping others to be successful. Your calendar should reflect that you are a leader by how you spend your time.  Habits should include:

    Regular one-on-ones with each person that reports to you:  These should be scheduled meetings that take place at intervals you feel are most appropriate.  I’ve seen some work effectively as infrequently as quarterly and some occurring weekly in order to be effective.  The frequency most often depends on how much development and guidance the person needs from you.  If you are leading effectively, the amount needed should decrease over time. These meetings should be booked in advanced and only cancelled/rescheduled in an emergency.

    Availability to everyone that reports to you:  Meeting the needs of your people should be your first priority (as long as you aren’t equipping them to allow you to be their crutch).   You should pick up the phone when they call or return their call as soon as possible.  You should also be responsive to emails and/or text messages. Going MIA to your reports breeds a feeling of not feeling valued. Be available.

    Be a career agent.

    And finally, read this post about how to move your goods to greats in order to be a leader

  • Does Your Team Talk in Metaphors?

    Does Your Team Talk in Metaphors?

    One of my favorite things to do for companies is to help them understand what distinguishes high performers from average and/or low performers in their organization. The purpose of this could be for a variety of reasons, but oftentimes, it is to help companies create a profile and tools to select the right talent.

    We ask the clients to provide us with the opportunity to talk to high, mid and low performers.  We ask them a series of job analysis questions and watch them work for a bit.  While we watch them work, we ask them questions about what they are doing, why they are doing it and ask them to explain what is going on in their head to understand what mental processes they are engaging in to complete their work.

    Recently, we’ve been working on this type of project for a client.  And we’ve uncovered one of the most interesting things I think I’ve seen so far in doing this kind of work.

    Overwhelmingly, the high performers talk in metaphors.  They explain things, often complex things, through metaphors instead of direct or literal language.

    For example: “So, when we do this, it is like we are headed out on a trip from here to Nashville, and we decide half way through that we need to change our tires and our oil.”  This was used to explain how poor planning hurts the company.

    Another way this came out was high performers using song lyrics to describe what they were doing, how they were doing it, or why.

    In this particular example as well as in other workplaces, people who talk in metaphors seem to be better teachers. (Think Jesus, arguably, regardless of your religion, one of the best teachers ever.  How did he usually talk to his followers?  In parables, which is simply another word for metaphor.)

    Metaphors help us:

    1. Make more than one point with less language. There is often the points and THE POINT that can only be expressed through metaphors instead of specific or descriptive dialogue.
    2. Describe often complex things in simple terms.
    3. Commit things to memory. We remember the song lyrices or the analogy more than we remember the work instructions.

    In this instance, the behavior of talking in metaphors will be related to the overall competency of teaching.  Teaching will be one of three to four competencies we will design selection criteria and assessment around for this client.  The ability to teach in order share knowledge across employees is a critical competitive advantage for this organization.

    So how can we assess for teaching ability?  Well one way is to see if candidates talk in metaphors. Do candidates engage in the behavior that the high performers use?

    To do this we will train hiring managers to pay attention to these things:

    1. In interviews, using “tell me about a time” questions, does the candidate explain things or answer the questions and use metaphors to describe?
    2. In interviews, ask them to explain the last time they described how to solve a problem to someone. Ask them to actually walk through the description.  Are metaphors or analogies present?
    3. In a work sample, we will ask candidates to teach someone how to do something. We will score this work sample, among other things, to see whether using metaphors was present.

    Another way to look at metaphors is to more broadly see if people tell stories to explain things instead of simply describing what is.   Assess if storytelling is present in your candidates.

    Is your workplace full of metaphors?  If so, your organization may be better at teaching than others.

     

     

     

  • Tua’s Performance Shows You What You Need to Consider When Assessing Leadership Skill

    Tua’s Performance Shows You What You Need to Consider When Assessing Leadership Skill

    It was the debate across college football leading up to opening weekend.  Or least in my house it was.

    Who would start at quarterback for the Alabama Crimson Tide?  Tua or Jalen?

    Jalen led the Tide to one national championship and touts a 26-2 record as a starter.  Tua came in and saved the day to help the tide defeat Clemson in the national championship last year when it seemed as though Jalen just couldn’t get it done.

    They are obviously both exceptional players and leaders, but what would make the difference in Saban’s decision making on who would start in the season opener against Louisville?

    Across this debate, Kirk Herbstreit may have summed up the decision of who to play best on Gameday:

    “…you have a quarterback in Tua that has an ability to process information quickly… and when you have a quarterback that sees things quickly, that can get the ball to the receiver, tight end or the running back….(tennis racket interruption, if you haven’t watched Gameday, the tennis racket stuff was pretty hysterical)…. But deep down he (Nick Saban) has to know that Tua gives him a better chance…”

    Basically, Herbstreit is saying that Tua’s cognitive processing speed gives him the edge.

    According to Cognfit.com cognitive processing speed can be explained as:

    Processing speed is one of the main elements of the cognitive process, which is why it is one of the most important skills in learning, academic performance, intellectual development, reasoning, and experience.

    Processing speed is a cognitive ability that could be defined as the time it takes a person to do a mental task. It is related to the speed in which a person can understand and react to the information they receive, whether it be visual (letters and numbers), auditory (language), or movement. In other words, processing speed is the time between receiving and responding to a stimulus.

    Processing speed implies a greater ability to easily do simple or previously-learned tasks. This refers to the ability to automatically process information, which means processing information quickly and without doing it consciously. The higher the processing speed, the more efficient you are able to think and learn.

    Processing speed is the time that lapses from when you receive information until you understand it and start to respond.

    Tua started the game.  You can simply watch the highlight clip (especially the first touchdown pass) of Alabama’s 51-14 victory over Louisville, and you will see what superior cognitive processing speed looks like.  Tua processes a variety of inputs/information rapidly and “without doing it consciously” to make the best decisions about where to put the ball.

    Leadership in the business world isn’t much different than quarterback leadership on the football field.  There are a variety of inputs coming at leaders quickly that need to be distilled down rapidly in order to make the right decisions- to put the ball in the right place.

    This ability can be measured.  It is measured in a variety of ways in kids in educational settings.  And there are also tools that measure it for selection in the business world.

    Here’s a short test from psychology today: Mental speed test
    You can also check out: Pyrometrics

    Work samples can also be a good way to throw a lot of information at a candidate at one time and see how quickly and how well they come up with a solution.  Make sure it includes information in work samples that is irrelevant.  Can the person discern what is and isn’t important and get work done in a quality manner.

    In addition, there is a potential relationship between cognitive processing speed and time management skills, so this might be another assessment avenue to consider.  Include in your work sample the requirement to prioritize a variety of tasks/decisions and then ask the candidate to explain their logic of prioritization.

    And for those of you that could care less about SEC football, maybe Michigan lost because of a lack of cognitive processing speed on the part of their coach.  Check out the first part of Jim Harbaugh’s interview on GameDay.  A paper baggy? What the heck???

    Next time you go to hire a leader take cognitive processing speed seriously.  The presence of it in your leaders may help you win a national championship.  The absence of it may cost you the game against Notre Dame.