Building Fantastic Teams PURE ENERGY FACILITIES PLANNING CONFERENCE - - PDF document

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Building Fantastic Teams

PURE ENERGY FACILITIES PLANNING CONFERENCE SEPTEMBER 2018

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As leaders, we are entrusted with God’s most precious resource — our talent, His people. How we select, develop, deploy and transition our people resources matters to God.

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Key Learning Outcomes

Multiple perspectives increase long term success by removing personal bias. Character trumps skill every time. Teams needs common language and calibration. Emotional Intelligence and Learning Agility are the two strongest predictors for long term success. The best insights come outside of 1:1 interview.

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Why we make poor hiring decisions?

What does this mean?

• Bias has a biological base. It’s is natural and automatic.
• People are disposed to be biased against people who are

unlike them and show more favor people towards who are like them; it's not all about being negative

• Most people will often not have insight to their own

biases

• Unconscious bias affects our behavior in subtle and

unintentional ways

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What can you do to reduce bias?

• Grow in self‐awareness.
• Accept that YOU and everyone else have biases
• Recognize and be vigilant in situations where your own

biases are likely be most active.

• Create and uphold robust hiring practices that engage

multiple perspective.

Hiring Process

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As a Christ‐centered

• rganization, employee

selection is always a spiritual process. Disciplined best practices ensure a reliable outcome that is efficient, effective, and compliant.

Hiring an employee is an operational process.

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There are different types of workers.

• Volunteer
• Independent Contractor
• Vendor
• Temporary Employee
• Seasonal Employee
• Part‐Time Employee
• Full‐Time Employee

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Not Employees. They determine the how, when and where. They determine overall cost of services. They pay their own taxes Not Employee. Not Paid. Employees. SA determines how, when, where of work. SA determines pay rate and hours. SA pays taxes. Job Description Application Preliminary Interview Manger Interview Team Interview Work References Debrief/Evaluation Background Check Offer Onboarding

Best practice for a successful hiring process

Consistency leads to strong culture and compliance

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Six Steps to a Successful Interview

• Be Prepared: Review the candidates resume and application.

Select specific questions to ask.

• Set expectations: Describe the time frame, what to expect and

what happens afterwards.

• Explore: Ask at least one additional question to get a fuller

understanding of his/her motivation, action and thought‐

• process. S.H.A.R.E.
• Lead the Interview: You are in charge of the pace and flow of

the interview. Ensure that you receive responses to all of your

• questions. Redirect when necessary.

Avoid Legal Pitfalls

Avoid: Are you a US citizen? or What country are you from? Alternative: Are you legally eligible to work in the United States. Avoid: Where did you live while you were growing up? Alternative: Your resume shows you worked in Canada. Tell me more about that experience. Avoid: Are you married? Do you have children at home? Who cares for them? Do you plan on having more? Alternative: Tell me about the most significant relationships in your life.

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Avoid Legal Pitfalls

Avoid: Have you ever been arrested, convicted, or spent time in jail prior to employment? Alternative: Note that we require a criminal background check to be completed and cleared at the time of hire. Avoid: Will you need personal time for particular religious holidays? Or Are you a Christian? Alternative: We are a Christian organization, but we cannot base our employment decision on a candidate’s faith. At the same time, we can expect

• ur employees to be ambassadors of our values. Do you have any questions
• r concerns conducting your life in a way that is consistent with our value

system?

Select on the 4 Cs

Character Competence Culture Chemistry

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Character

Ethical and Values Emotional Intelligence

Ethics and Values

• Makes judgements and

decisions based on a moral compass.

• Consistent patterns of

behaviors that model humility, honesty and integrity.

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We all have values. Does the candidate share yours?

• Candidates responses should

reflect the value system of the Salvation Army.

• Honest
• Respectful
• Compassionate
• Hardworking
• Servant Attitude

What attributes do you want your community and the world to see?

Emotional Intelligence

• Self‐awareness. Humble assessment of one’s strengths,

weakness, emotional triggers and sin patterns.

• Ownership. A demonstrated ability to own, learn and grow from

mistakes.

• Emotional Intelligence: The ability to be aware of, and control
• ne's emotions. And, develop and maintain healthy relationships

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What questions result in the best evidence?

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Use the job description to identify areas of competence for focus.

6 months from now, how would you know if this employee was doing a good job? What would be happening in terms

• f impact to the tasks, team and community?

Identify 3‐4 areas the candidate needs to demonstrate strength.    

Evaluation requires a common language

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“Think on your feet” competency

You are hiring for a new role and you need someone who can “think on their feet.” Write down what behaviors and skills will you be looking for in the next candidate.

Think on your feet: Competency Example

Definition: Key Behaviors 1. 2. 3. 4.

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Learning Agility Definition

The ability and willingness to learn from experience and subsequently apply that learning to perform successfully under new situations. Ability to wrest meaning from experience

Highly Learning Agile Profile

• Engage in self‐reflection; display self‐

awareness; seek feedback and try new behaviors

• Are creative problem solvers who

display curiosity and like to experiment.

• They are open to change and challenge

the status quo

• Take risks; can tolerate ambiguity and

complexity; and remain resilient through adversity

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What questions result in the best evidence?

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What questions result in the best evidence?

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Customize the interview experience

IKEA Interview

Debrief before a Hire