"Employers are figuring out how their top employees do their jobs and are using that information to screen new hires," said Jay Dorio, who develops assessment tools for the Smarter Workforce initiative at International Business Machines Corp. “That’s where the future is,” he said, “and we’re doing it today.”
Most jobs have morphed since their competency models were blessed by HR in 2007 or earlier. Our project management job has three additional Key Accountabilities since the job was created. The people who have been successful doing this job in the past would not be able to do the job now. The model in your head for your position is likely outdated. Companies are investing heavily in job descriptions and competency models to drive their hiring and staff development and using these to populate a Learning Management System (LMS) . This grueling work can degrade into long lists of tough to measure generalities without prioritization to the job. Competencies change quickly, so these models are costly to maintain.
Our customers prefer describing their jobs with Key Accountabilities (KAs). Each job has 3 - 5 measurable KAs which describe what the person with this job must do every day for the business to be successful. Here are a few examples for a Regional Sales Manager:
- Manage sales force to deliver the sales/numbers and provide coverage for the larger sales organization.
- Develop business plans and key account plans where applicable.
- Demonstrate industry and market knowledge, and implement/execute an engagement model for addressing their local market.
1. Assemble a team of experts that know the job well.
2. Facilitate a process to establish and prioritize the KAs.
3. Complete a Job Assessment (each expert) for the KAs and the job they define.
4. Run a Job Report which combines the individual assessments into a Job Benchmark.
This Job Benchmark allows us to look at how our candidates compare to the most important (and least important) behavioral traits, intrinsic motivators, skills/competencies, and business acumen. We can also run reports to compare up to five candidates to each other as well as the benchmark at a time. To learn more about the Job Benchmarking process, request more info. In partnership with Training Magazine, we are building Job Benchmarks for five critical training roles based on their Top 25 winners from 2015. Everyone who attends the Online Learning Conference in Denver in October, will receive a free gap analysis to one of these five roles that they can use to build a strategy for the best sessions to attend.
Removing the bias from my hiring process has dramatically increased our hiring success. We use a resume, references and the Job Benchmark as the first step of our hiring process. We eliminate candidates early who do not fit our benchmark and explain exactly why. It is important to emphasize that this benchmark shows the candidate doesn't fit our job, but does not say they are not a good candidate for other jobs.
Once we've chosen our final candidate and the offer has been accepted, we can prototype a development / career plan based on a Coaching Report using the same suite of online tools. Before the candidate walks in the door, we have Key Accountabilities (measurable, clear) and a strategy for growth. We have also created a Coaching Report that includes key information on how to communicate effectively with the other people in the team and organization.