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Your company is investing significant capital in a new facility. It will be state of the art in terms of technology, equipment, and layout. The project planners have thought of everything and it truly will be a showcase operation. But what about the most important ingredient needed for a successful plant start-up ... the people who will run it? Has the same care, planning and analysis gone into designing the hiring system needed to ensure the employees will be world class just like the facility?
Call me a reality TV show junkie, but I fall prey to any show where contestants are competing to become the next best chef, baker, or interior decorator. If it’s aired on the Food Network or HGTV, I’ve probably seen it. Who doesn’t want to watch amateur chefs that are competing against one another in crazy elimination challenges week-after-week?!? Ok, admittedly, there probably are a few people out there that don't find it appealing … But anyways, regardless of whether you watch/enjoy the show or not, at the core, these shows are very reminiscent of a selection process. They start with a large pool of candidates, do an initial screen to reduce the pool to higher potentials, and then put them through exercises to assess different skills and abilities. While these TV shows aren’t as rigorous as typical selection systems, they do have some good steps in place. Let’s take a look at what they do well.
In an ever-advancing, technologically-savvy business world, something is for certain: the role of mobile devices is increasing. Recently Ericsson reported that 91% of the world’s population has a mobile subscription. No less than 4.5 billion people have mobile device plans. This number has increased by more than 100 million people in the last six months and the growth shows no sign of slowing.
Even though The Office series has ended, we still remember it well. Some of us are probably re-watching it on DVDs just to relived each moment. Why was (is) that show so popular? I’ll tell you why, because it’s believable. Unless you’re one of the fortunate few, your office probably has a Dwight, Jim, Pam, Toby, and of course a Michael Scott. Poor Michael ... you’ve got to feel for him. It pains me to watch awkward situations manifest, and Michael manages to create that face-in-hand, head shaking experience regularly.
Earning college credit and racking up work experience in their field of study is a must for the budding professional and the career-changer alike. But if the mere thought of hiring an intern conjures up images of a coffee-brewing, copy-making gopher, then you are seriously underestimating and underutilizing these eager individuals.
Over the past year, I have been searching for the perfect house to buy. I really enjoy real estate and made it my personal mission to find the perfect home! Since I’m not in a huge hurry, I can look and look until my dream home comes on the market. I’ve found this very similar to looking for the “perfect” candidate in the selection process. They parallel each other quite well.
These days, HR departments are being tasked with an incredible amount of vastly divergent responsibilities. On any given day, an HR Pro might be responsible for recruitment, selection, performance management, payroll, succession planning, or steering organizational development initiatives. On the surface, these tasks appear to be quite different from one another, requiring many technical skill-sets, and the understanding of a vast array of company histories and policies that led to the genesis of each of the different programs.
When I present at sales effectiveness conferences or on webinars, people often ask me if the competencies for success in sales have changed or evolved over time. My response is no - the core competencies of what it takes to be successful in sales have remained stable for decades.
Ever wonder why some people succeed in sales while others don’t? Perhaps a more perplexing question is why someone who succeeds in sales in one job is a complete failure in another, or vice versa. Is there a way of dramatically increasing your odds that someone is going to succeed in a sales role? We’re going to be providing answers to these questions in an upcoming presentation at Selling Power’s Sales 2.0 Conference in San Francisco on Monday April 8th from 1:55 to 2:40 p.m.
There is no magic fix all. There’s not even one profile that guarantees success in sales. If it were that simple then we wouldn’t be asking questions about success in sales. Instead, we’re going to be talking about what results from over 600 studies of over 450,000 salespeople tell us about the factors that help determine success in sales. What those results tell us is that there is no one single factor or one single profile that predicts success across all sales positions. The combination of Competencies, Sales Styles and Drivers (i.e. motivators) provides a solid foundation upon which to accurately identify who is likely to be successful and who is not.That’s the basis for the Select SalesPro® assessment.
For some positions, a number of the key sales competencies are likely to be unrelated to success in the job, while for other positions those same competencies emerge as the best predictors. The same is true for Sales Styles and Drivers. It’s important not to assume that because someone is in sales that their primary motives are to make a lot of money, and they have to be extroverted and great at reading people. In some cases, that combination may be a fine match. In others, it might be that successful individuals are more motivated by being recognized for their accomplishments and tend to be adaptable and good at time management.
Developing a lean culture is something that many organizations have on their initiatives list. Processes are put into place to create and maintain a lean culture, but one glaring problem remains - not everyone thrives in a lean work environment. In fact many people do not.
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