Author Mike Figliuolo teaches you how to create role descriptions based on needed skill sets rather than experience, and how make sure there is space for your team to grow.
- One of the most exciting aspects of building a high-performing team is recruiting people to be members of that team. There's nothing better than finding that really talented person who wants to come work with you. So as you think about doing this recruiting and finding the right people, you need to understand how to create role descriptions based on the team's skill needs. Experience-based role descriptions might sound like, well, the individual must have five years of experience on a small business credit union underwriting team working at a small mid-Atlantic community bank with multiple branches. That's a really specific description and there are very few people who probably meet those requirements. So you've shrunk the recruiting base that you can find somebody in. Instead, write skill-based job descriptions, so think about what are the initiatives you're pursuing and what skills does the person have to have? For example, the individual must have the ability to perform complex financial analysis and combine those results with judgment to make effective decisions. Those skill-based job descriptions open the applicant pool. It'll enable you to get those new people in more quickly. Next, in terms of hiring, once you have that skill-based job description, think differently in terms of where you go to find people because different perspectives and different experiences are going to bring new ideas into your organization. Additionally, by looking at nontraditional sources, you'll probably have less competition for that great talent. So instead of recruiting from Harvard Business School where every organization in America is trying to hire those graduates, perhaps you look at different schools where you have less competition. Maybe try and pick off the top two people at the Ohio State University's Business School. Last, when you hire this person don't just hire for the role that you want them to do. You have to give them head room to grow into. People want to be excited and challenged. They want the opportunity to build their skills, which builds their personal marketability. When you hire them, make sure they can do 70% of the role you're hiring them for, and they're going to need to learn 30%. Because when you hire somebody who has 100% of the skills required for the role you're bringing them into, that's a very safe bet for you as a recruiter and as a leader, but think about it from that individual's perspective. If they can come in and do all elements of that job on day one, it's going to get pretty boring, pretty quickly. Well, after about six months, they're going to become disenfranchised and frustrated, and start looking for more challenging opportunities because most people, especially ones that are going to gravitate toward the high-performing team you're trying to build, they're looking at that career path and thinking about how they can grow because that's a very strong source of personal motivation for them. So again, as you're writing these job descriptions and going out and recruiting that talent, think about skill-based versus experience-based role descriptions, look in nontraditional places for the people who have those skills, and when you hire them, think about their growth path ahead and make sure they've got room to grow and develop as individuals.
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- Create a compelling vision and mission for your team.
- List the steps to conduct strategic planning activities.
- Identify the resources teams need to succeed.
- Determine the skills leaders need to look for when recruiting high performance teams.
- Explain how to create stretch opportunities for employees.
- Describe the primary components of conflict resolution.
- Build bench strength and succession plans.