Staffing Decisions and the Assessment Interview

Pretty good people doing a pretty good job will not give you a competitive edge!

To aim higher you must understand how to distinguish potentially excellent performers from those who will be merely good, and then use that capability to leverage better staffing decisions.

For over 20 years Mainsail Associates has worked with select client companies to do exactly that. These businesses were driven by a vision of excellence both in management and in the pool of employees from which future leaders will emerge.

• They recognize that each professional or managerial hire represents a $1 million investment (average salary plus benefits multiplied by average length of service)
• They recognize that the costs of removing an inadequate performer are just the tip of the iceberg.
  • The legacy of poor decisions or indecision can represent a much greater liability.
  • The cumulative impact of underperformance over time cannot be recaptured.
  • It is often agonizingly difficult and time consuming to deal with marginal performers.

How Mainsail Associates can help you build bench strength, validate "high potential" ratings, and promote those most able to lead

The centerpiece of Mainsail's contribution to improved staffing decisions is Assessment Interview Training.

This is not Interviewing Skills 101.

Unique features of this program include:

• A firm grounding in the performance attributes that distinguish outstanding employees from those who are merely good—and how to gather the information to make this determination.
• The balanced use of two major and independent evaluation dimensions, the Job Screen and the Quality Screen.
  • The Job Screen evaluates an individual's skills, knowledge and experience against the requirements of a specific assignment.
  • The Quality Screen evaluates an individual's ability to use their skills and knowledge to best advantage, to make contributions beyond the immediate job requirements and to grow and adapt along with your business.
• Skills enhancement for gathering in-depth information and identifying patterns showing accomplishment orientation, thought processes, initiative, innovation and interpersonal skills.
• Practical experience with a consensus evaluation process to get the most use from the available information.
• A systems perspective of the staffing process, from a strategic look at the candidate pool to an assessment of "best fit" between candidate and job.
• An appreciation for the Staffing Paradox, the fact that the person best able to do the job may not be the best person to appoint to the job.

Assessment Interview Training is available in either a 2 or a 2 1/2 day format. It is appropriate and valuable for HR professionals and operating managers at all levels (the best sessions mix operating managers and HR professionals). The knowledge and skills are valuable for:

• Entry level hiring of technical/professional employees
• Evaluating internal candidates for promotion
• External hiring of managers and experienced professionals
• Validating Hi Pots and identifying development needs
• Evaluating internal talent pools when down-sizing, restructuring or making other strategic staffing decisions

FAQ

Why is the training session so long?

To master the Assessment Interview technique, participants must first understand the how and why of distinguishing between the very best performers and those who are merely good so they know what to look for. Then they must develop a new skill set and approach to interviewing. This requires sufficient practice so that the training results in improved on-the-job outcomes.

What is the difference between the 2-day format and the 2 1/2 day format?

Primarily it is a difference in the amount of practice and feedback the participants receive. The 2-day format also has slightly longer days.

How many participants can attend a session?

Twelve is the ideal and the maximum.

What materials do participants receive?

Participants receive a 50-page workbook with all course material plus a laminated Interview Guide.

Why should we consider interview training when we are not hiring?

One reason is that you will then have the skills and knowledge available when you do start to hire. Another very good reason is that the skills and knowledge can be used when making downsizing decisions, promotion decisions, restructuring decisions and in succession planning evaluations of potential.