The Five Things A Job Can Tell You to Develop Your Team & Make You More Money

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Contact the Gulas Group today and discuss the process for allowing a job to talk. That's right let the job tell you the knowledge a person needs, personal attributes required to drive success, rewards for superior performance, hard skills vital for the job, behaviors necessary to perform at peak levels and intrinsic motivators. After you perform this process, you can compare all current and new staff members to the results and provide a development plan for each. Development plans and performance evaluations that are job related are much more effective than those based on one person's opinion. Join us March 24, 2006 for a free 90 minute executive briefing titled "The Five Things A Job Can Tell You to Develop Your Team & Make You More Money"

Scope of the Benchmarking Process

Today's Challenge:
"To produce more with fewer employees for customers who demand more for less."
Bill J. Bonnstetter

Do you have the talent to meet this challenge?"

For years business have attempted to analyze top performers to establish criteria on which to base future selection decisions. In some jobs and some organizations, some success was demonstrated. However, many attempts to clearly identify superior performance criteria missed the mark for a few or all the following reasons:

• People are very complex and bring many more variables to the job than can be measured: Knowledge, Ways of Valuing, Hardskills, Behavior.
• Identifying top performers in many organizations is a personality contest
• Top performers in one company would be average if placed in the same job in another company.
• Mastery of skills not needed for superior job performance could be included as requirements by biased people.
• Jobs today are more complex than in the past - more intangible - and lend themselves to less tangible evidence of performance.

Business must stop benchmarking people. Business must benchmark THE JOB. If the job could talk, it would clearly identify its performance issues: Knowledge, Hardskills, Behavior, Rewards/Culture, Personal Skills.

Of Course, Jobs cannot talk so we must use people to analyze the jobs. Our research proves people are biased, and thus, we must have a system to either eliminate or reduce the biased opinions on performance criteria. Most people hired by the interview process are hired by the heard, not the head.

Business today needs a complete system that will take them from recruiting and selecting talent, to retaining and developing talent.

The cost involved with hiring the wrong talent is three times the annual salary, plus:

• Cost of lost knowledge, skill and contacts
• Cost of lose departmental productivity

In Sales the cost is even higher, it includes:

• Lost revenue from new accounts
• Expense and training cost
• In many cases ill will on behalf of the clients who have been ignored

Lost growth revenue anticipated from existing accounts

When listening to the job talk, there are three distinct voices. These voices are:

• How the job should be cone
• How we would like to do the job
• How we currently do the job

To benchmark any job, we should listen to only one voice - how the job SHOULD be done. Benchmarking the job will set a higher standard than benchmarking a "C-grade" team of current performers. Higher standards lead to a development plan for everyone.

Everyone needs continuous improvement and, thus, a goal as we work to achieve maximum performance.

Commitment and accountability are two key words today. When the job requirements are identified, people can be compared against the standard. After the comparison, they can be asked to commit to improve in very specific areas. When they have committed to improving, holding them accountable is easy.

SUMMARY

• Old way are not meeting current needs
• Superior performance is a must for most businesses to survive
• We need a complete system.
• You must start with the JOB

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