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Kestly Development

Developing Employees

July 31st, 2018 by Mike Kestly

If you are reading this, you probably already know quite a bit about selection. Selection can be difficult to define. Selection is different in every organization. I am a student of all that is selection, and am particularly fascinated by assessments, i.e., psychometric instruments, that focus on selection, with additional usage for onboarding, coaching, training, succession planning, identifying high potentials, and leadership development.

Just when you think you’ve got it all figured out, Selection “colors outside the lines.” Selection keeps you on your toes. You’re not even tempted to let your guard down. The minute you do, you have likely missed a vital element of the process.

In the interest of checking all the boxes, we sometimes fail to remember all that selection is.

Selection is hiring someone new

This is where most of you probably identify with selection. The pre-employment phase, the perpetual motion of job postings, resumes, applications, phone screen, the interview, the next interview, the last interview, and the job offers. Don’t forget to cover all the legal aspects of hiring, like the Equal Employment Opportunity Commission (EEOC), Labor Relations Boards, United States Department of Labor Guidelines (US DOL), staying away from discriminatory interview questions, unintentional bias, background checks, What am I allowed to ask candidates?  And what may I check in Social Media? Oh wait – there is more, Ban the Box, Drug testing, the Salary question, Americans with Disability Act (ADA), education checks, licensure and certification checks, and the onslaught of Artificial Intelligence. I’m exhausted! Recruiters, you get a big “high-five” from me.

Selection is a Promotion

Do you have people in the organization that you can (and should) advance to a higher position?  An expanded role?  Those that are doing more that is required of them, already?

In a new survey conducted by staffing firm, OfficeTeam, 64% of employees surveyed say that they’d take a higher job title without a raise. It can be demoralizing and demotivating for a talented, productive employee, to have their aspirations and goals ignored. Be ready to promote them or be prepared to explain why not. Or take a chance on losing these motivated producers?

Selection is identifying High Potentials

There are those in the organization that you’ve observed with the skills and knowledge necessary to thrive in management and leadership positions of the future. Those that are not ready yet, but they will be. They independently take on new challenges, and they are motivated and driven.  They are collaborative and work very well on teams, and autonomously.  Harvard Business Review reports that these high-potential employees account for an average of 5% of your company’s workforce. Don’t waste any time in getting these superstars on a successful, challenging path in your company.

Career opportunities

All companies have those employees who could be placed into an unrelated position, other than what they are in now, and they would hit the ground running and succeed. You’re thinking of a few right now. You have hired them before, and you will hire them again. They told you everything you wanted to hear in all the interviews. You liked them immediately. You liked them a lot! You put them in the job and they just didn’t perform as you expected. Their talents and potential are obvious, but they are mismatched for the position they were hired for. No one likes to fail, especially while knowing all the while, they are not right for the job. You know it, too. Have the conversation and get them in a job where they will shine and add value, even it’s it means they are in a completely new and different role.

Succession Planning

Some would argue that Succession Planning (Selection Planning) is identifying High Potentials, determining if that person really wants to make the commitments needed to climb the ladder. Will they take –on the cross-training, possible moves to other cities, and the extra hours necessary?  Succession planning is a thoughtful way of dealing with the inevitable: losing a valuable/key employee to another organization, to a move within the organization or, to most commonly – retirement. Companies that do not have a succession plan in place, are putting the organization’s future at risk. A succession plan should be in place for all key roles.

PXT Select can be a useful tool for “all of the above.” More info at www.pxtselect.com/kestlydevelopment.com  


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