We’d all love to do this. Realistically, the best you can hope for is to hire them. But how to accomplish that?
According to recruiter Lou Adler, his technique is to observe a company’s best workers in the department for which they are hiring. He discovers exactly what it is they do differently that makes them a top performer, defining this as “performance benchmarking”. Only after he gets this information, will he develop a job description and conduct interviews.
However, time and time again, Adler saw companies (and their HR departments) make job descriptions based on what a good candidate must “have” rather than what s/he must “do”. The result was a grossly mismatched job description for what the position must actually accomplish.
Below is one example comparing what Adler saw after determining what the position needed to accomplish when compared to the job description the company had written:
"Position: Outbound call center rep
Work to be Accomplished: Induce existing clients to renew their advertisements. Sales reps who keep clients on the phone making small talk for 3-4 minutes before asking for the order are able to achieve an 85% renewal rate.
Actual Job Description: Required a two-year degree, the ability to learn the selling process quickly, outstanding customer service skills, and strong attention to detail. (The people according to this criteria averaged a 55% renewal rate.)”
Adler also discovered that top performers consistently perform well above experience and education levels -- that’s what makes them the best.
So before taking that first resume or conducting your first online interview, make sure your job descriptions are outcome based and not just pedigree listings. In doing so, you’ll be able to find and hire the clones of your best workers.