If you want to take your organization from good to great,
you must hire high performers. But 84% of leaders have hired
someone they thought was a star, only to realize later that
they were really a low performer. This seminar gives you the
tools, exercises, assessments, and real-world examples to consistently
identify and hire high performers.
Have you ever hired someone that just didn't work out, or turned
out to be a low performer? If you said Yes, you're not alone.
84% of leaders have hired someone they thought was a star, only
to realize later that they were really a low performer. Selecting
is one of the hardest skills for leaders to master, and it's
why the failure rates for new hires can exceed 50% (and cost
organizations millions every year). And it's not just organizations
that suffer-leaders that consistently select the wrong people
usually find their careers in trouble.
Who Should Attend
Any leader responsible for hiring, including executives, managers
at all levels, directors, HR professionals, training & OD
professionals, recruiters. Appropriate for healthcare and business.
How You Will Benefit
This seminar will teach you the science of hiring top performers
to increase your Hiring IQ. Great leaders are always surrounded
by high performers because they have an "eye for talent." In this
seminar, you'll learn exactly what that means and how to get it.
You'll learn to avoid the hiring sins that cause minor and major
mishires. You'll learn the hiring and interviewing techniques
used by the world's most effective leaders. And based on one of
the largest leadership studies ever conducted, you'll learn the
best practices for hiring high performers in every job, from CEOs
to frontline staff.
What You Will Learn
- What's your Hiring IQ? (Every attendee takes the Hiring
IQ Assessment to diagnose opportunities for honing your
hiring skills).
- The 5 deadly sins of hiring, and how to avoid them.
- What great psychologists and great prosecutors know about
eliciting truth, and specific techniques you can learn from
each.
- Why newly hired employees fail, and here's a hint: it's
not a lack of technical skills.
- Define your ideal candidate across 6 dimensions (personal,
team, customer, values, purpose and technical) and develop
the criteria for easily deciding whether each candidate
is a perfect match or a terrible fit.
- How to rate yourself as an interviewer.
- Take control of the interview process and how to elicit
the real truth from each candidate. How to get candidates
to lower their defenses.
- The one question that you always ask to ensure honest
responses.
- How to test if a candidate is lying to you, and how to
avoid being lied to again.
- Identify and avoid superficial questions.
- More than 40 experiential questions that will help you
strip-down every candidate to discover the truth about their
past job performances and predict their future performance
with incredible accuracy.
- Never again ask questions like "tell me about yourself"
or "tell me your strengths and weaknesses."
- Questions that land you in legal hot water and what to
ask instead.
- Solicit input from the people they used to work with and
get them to be honest, open and share willingly.
- When and how you should solicit input from the people
they're going to work with to get their buy-in and commitment
to a new hire's success.
- How you should prepare for face-to-face interviews.
- Actual forms to use when assessing candidates for every
level position, from CEOs to frontline staff.
- How interviewing leaders is different from interviewing
staff, and how to prepare for each group.
- How to conduct a structured interview so you can compare
candidates apples-to-apples.
About the Faculty
Mark Murphy, Chairman & CEO
Mark is an internationally-recognized expert on leadership.
His work has appeared in
BusinessWeek, USA Today, the Wall
Street Journal, the Harvard Management Update and
Executive
Excellence, among others. Mark is co-author of the #1 bestseller
Leading on the Edge of Chaos: The 10 Critical Elements for
Success in Volatile Times. He was a 2003, 2004 & 2005
nominee for
Modern Healthcare's "Most Powerful People
in Healthcare." He was featured in the bestselling
Harvard
Management Update article "Building the Buy-In: Setting
the Stage for Change." He is also the author of the landmark
study "Why CEO's Get Fired" which has appeared in
BusinessWeek,
Executive Excellence and
Forbes. Mark has lectured
at Yale University, the University of Miami and Tufts University
and has been the featured speaker for hundreds of groups. His
clients have included such organizations as DuPont, Hewlett-Packard,
Blue Cross/Blue Shield, Kemper Insurance Companies, Blockbuster
Video, Yale New Haven Hospital, and the Surgeon General. Previously,
Mark was President of a joint venture with Mercer Human Resources
Consulting.
Cancellation Policy
Registrants who are unable to attend may transfer their registration
to another location or to another person in the same organization.
Cancellations must be received in writing at least seven working
days in advance of the seminar in order for a refund to be issued.
Leadership IQ reserves the right to make changes to programs
and faculty, or to cancel programs if enrollment criteria are
not met or conditions beyond their control prevail. If a program
is not held for any reason, Leadership IQ's liability is limited
to the refund of program fee only.
Download
the brochure with printable registration form
