Blog

Insights from Recruitment

February 15th, 2013

As Chair of a social enterprise called DECIPHer Impact, I was recently involved in recruiting the organisation’s first Chief Executive. The process proved incredibly insightful for both me and the organisation. Here are a few of the insights:

Insight 1: The Importance of Multiple ‘Touches’

One of the key insights was the importance of having multiple phases, or ‘touches’ to the process. The first reason for this is because the role required multiple competencies and so multiple opportunities were needed to thoroughly examine and test them all. This leads on to the next reason – the need to explicitly test for the essential competencies. While important from my perspective (to ensure claims made in CVs had substance), feedback suggested that candidates also benefited. Specifically, testing allowed them to really see and experience what would be expected of them, if they were successful. This leads on to the third reason for multiple ‘touches’ - it encourages recruitment to be a genuinely two way process. There were multiple opportunities for candidates to ask questions and observe our organisation ‘in action’. There would have been no point in us deciding upon a candidate, if they still felt ‘in the dark’ about the role, the organisation or the staff.

The idea of multiple ‘touches’ also recognises that recruitment is first and foremost the start of a relationship. I learnt this very early on in my career when I went through the recruitment process at the management consultancy firm, McKinsey & Company. McKinsey is widely recognised for the analytical expertise it provides to clients and while this featured heavily at interview, significant weight was placed on the interpersonal qualities and potential ‘fit’ of a candidate. So much so that they gave it a name; ‘The Pittsburgh Airport Test’. The name stems from the fact that Pittsburgh Airport is more susceptible to bad weather than many airports. Consequently, the ‘test’ is based on the following hypothetical scenario;

‘I’m in Pittsburgh airport on a Friday night, trying to get home. The candidate, who now works for my organisation, is in the airport with me. The public address system announces that due to fog the airport is temporarily closed. Do I turn to the candidate and think; ‘Not only am I stuck in Pittsburgh, but I’m stuck here with you!’ Or do I think; ‘Well at least I’m here with you and we can go for a drink/meal to pass the time.’

At McKinsey, the test was often conducted quite subtly: they would book interview rooms in the 20th floor of a building, but the interviewer would come down and meet the candidate at the ground floor reception. The ‘Pittsburgh Airport Test’ was effectively what happened in the five minutes between the reception and the 20th floor. Was the candidate completely silent? Was the conversation completely work focused? Was the conversation genuine?

The final reason for multiple ‘touches’ is based on an appreciation that we are all human. We have good days, bad days and mediocre days. While steps can be taken to maximise the likelihood of an interview falling on a good day, it is not always possible. Consequently, such a process mitigates against the ‘all or nothing’ stakes that go with single interviews.

Insight 2: Keeping it Simple – Focusing on the Answers to 3 Questions

A multiple ‘touch’ process enables more informed decision making. However, what is it that you should be deciding upon? While detailed marking frameworks have their place, for me decision making is based on three simple questions:

• Can this person do the job?
• Will this person fit in?
• Will this person do the job?

The first of these questions can readily be answered by how a candidate performs in the practical tests. The second is answered through the ‘Pittsburgh Airport Test’. Answering the third, is less straight forward, as a judgement needs to be made on a candidate’s motivations for applying. Again, having multiple ‘touches’ is helpful in this regard, as it’s likely to put off those with only a passing interest. However, remembering to ask the obvious questions is also important e.g. Why this organisation? Why this role? So can paying attention to the type and order of a candidate’s questions e.g. Is salary the first thing they ask about?

Valuing one’s intuition is also important: when they explain why they want this job, do you really believe what they’re saying?

Insight 3: If in Doubt, Don’t

‘Our people are our most important asset’.

This is a cliché I came to respect during the recruitment process. Consequently, if I couldn’t give a strong ‘Yes’ to the three questions above, candidates did not progress, no matter how much I liked them, or how skillful they were in certain areas.

But it Takes Too Long and Costs Too Much

In terms of time and money, the above process may appear overly onerous. However, with recent research indicating that it’s two and a half times more expensive to replace a staff member than to retain them, getting it right first time is likely to pay off in the long run.

Time will tell whether it worked for us!

Making Development Stick

December 6th, 2012

As a provider of staff development, making development ‘stick’ is something of great interest to mch. To this end, we try and incorporate a range of activities before, during and after our training to encourage participants to remain aware of their development issues and maintain the consistent application required for genuine, lasting improvement.

A technique that has long been used by trainers is the ‘public declaration’ approach. The theory goes that if you articulate your goal to at least one other person, then you have more chance of success than if you keep the goal to yourself. The rationale for such an approach is that sharing your goal increases your accountability and thus your commitment.

However, recent research suggests that making your goals public can have the opposite effect from what you intend. One explanation for such a finding is that the very act of telling your goal to others gives you some sense that you’re closer to reaching it. Essentially, your brain is tricked into thinking you’re making progress when you’re not.

For those who like to examine the detail, the research paper in question can be found by clicking here. Alternatively a three minute TED talk summary of the research can be viewed here.

What does mch make of this? Well, our view is that development is undoubtedly a ‘contact sport’ which requires the engagement of others. The key issue is telling the right people and in a work context this often means those you work most closely with. In addition to telling them your goal, success depends on receiving specific and timely feedback so that you know when you are progressing and when you are regressing. This in turn requires high levels of trust and rapport between you and your colleagues. A piece of research which supports our thinking can be accessed here.

Melbourne by Night

December 5th, 2012

After a great tip to Australia to assist Whitelion and Open Family Australia with their staff development, it’s now a bit of a shock to be back in cold and dark Britain!

Do you have the happiness advantage?

September 4th, 2012

A common held view is that happiness follows on from success – achieve a goal and you will become happy. Recent research published in the Harvard Business Review suggests the opposite is true: those with a positive mind-set are more likely to perform better in the face of a challenge. Furthermore, while our genetic make-up and our environment undoubtedly contribute to how happy we are, the research suggests well-being is surprising malleable – simple practices, consistently applied can have a dramatic impact.

Click here for a full overview of the research and the simple practices that can improve well-being.

Research such as this has led to the term ‘positive intelligence’ becoming more and more common. For those that would like to find out more about this area, Shirzad Chamine’s book, ‘Positive Intelligence’ is a good place to start. Shirzad’s website also offers two free (and short) assessments which may give you an indication as to your current state of well-being.

Are You Left Brained or Right Brained?

August 10th, 2012

During our training courses in areas such as emotional intelligence and communication, the issue of our brains often comes up. A common starting point is when a participant says something like;

“I’m very ‘left’ brained, which makes it difficult for me to communicate with my boss who is very ‘right’ brained.”

The left part of your brain is often considered responsible for emotion and language, while the right is concerned with reason. The reality though appears to be far less straight forward. To find out more, have a look at the following animation from the RSA.