Posts Tagged selection

328 — Promotions and Transfers

Use this process to pick the best candidate, satisfy everyone involved, and develop the culture. This is a variation of the process described in 327.

Imagine that you are filling a vacant position by making either a lateral transfer or a promotion. You have advertised the vacancy throughout your organization, and have eight internal candidates. How can you choose the best candidate in the best way? Try this well tested process. It:

•  Guarantees a good decision, i.e. a highly qualified candidate.
•  Gives all the applicants feedback on their strengths and weaknesses.
•  Clarifies to everybody what is required to do the job.
•  Leaves all the applicants satisfied with the process, whether or not they were selected.
•  Develops the company culture, by demonstrating good values.
•  Ensures the person selected will be supported, i.e. it builds success into the position.

Begin by Announcing The Selection Process

Tell the candidates that you want them to be involved in the selection process. Schedule a meeting with the eight candidates and the people who would traditionally make the selection, e.g. the Superintendents, Department Manager, and HR manager. At the start of the meeting, describe the selection process, e.g. “We will ask you to develop the selection criteria for the job. Then we will ask you to secretly rank yourselves, and any of the other candidates that you know well, against your criteria. Then we will look at the results and decide what the next step should be.”

Agree On The Selection Criteria

First ask the candidates. Using a flip chart or whiteboard, go around the group and ask the candidates to brainstorm selection criteria, “What should be considered when judging applicants for the position. What qualities should the successful candidate have?” Allow one criteria from each person. Write down just what the person says. Number each item and do not allow discussion. Go around and around the group, until everyone is finished. (You will probably have between ten and twenty items.)

Now ask the managers, “Are there any criteria you would like to add? Any significantly different criteria that aren’t on the chart?” If they have any, add them to the list.

Ask the applicants to group similar items. Do this by starting with the first item and saying, “Are there any other items similar to this one?” Mark similar items with a color, symbol, or letter. Go to the next unmarked item and repeat the process. This step will generate discussion, and build a common understanding of the criteria. The list will now be reduced to between five and twelve criteria. Ask the group to give a descriptive word, or name, for each group of criteria. This will probably mean highlighting one or two words that are already in each criteria group.

Rank Order The Criteria

Now ask the applicants to rank order the grouped criteria. You might begin this by writing the new grouped criteria “titles” on a fresh sheet. “Which of these is the most important?” Allow discussion. It will help build consensus. Rewrite the criteria in the new rank order.

“Now we you have the criteria rank ordered let’s give each a percentage that will total 100%. What percentage, goes to the first? . . . . . and the second?” The total should be 100%. Again, allow discussion. You want consensus.
Now ask the managers, “Any comments on this list? Does it look OK to you? Can you go along with this as the basis for the selection?”

Prepare a Criteria/Candidates Matrix

Take a piece of notepaper. Write the ranked criteria in a wide column down the left side. Draw a horizontal line across the page separating each criterion. Draw narrow vertical columns to the right of the criteria, one for each candidate. Put candidates initials at the top of each narrow column. Write “Criteria” at the top of the wide criteria column. You now have a grid, or matrix, with criteria as rows, and candidates as columns. If any of the criteria have factual or answers, e.g.”EE Degree”, or “Years on the job.” ask each candidate to say what is the correct answer or number for their name. Now make a copy of this page for everyone in the room.

Rank Order The Candidates

Hand a copy to everyone in the room and say, “For the people you know well, rank order them, 1 high through 8 lowest, by how you see them on each of the criteria. Take your time. We will tally the results. This is a secret ranking. Your individual rankings will not be discussed. The tally will not necessarily be a decision. After we tally the results, we will all decide the next step.”

Make a separate tally for the applicants, and for the “management” group. Because people may not know everyone well enough to have ranked them on every item, you will have to decide how to fairly tally the results. This may take several minutes.

Take the two scores and draw each on the easel pad so everyone can see. Say, “Look at the results and see what you make of them. Take your time.” . . . “When you are ready I would like to hear from each of the applicants and after that, from each manager. Then we will have a general discussion.”

The Group Agrees On The Final Action

Perhaps one or two candidates are obvious leaders, or something else appears. Wherever the group seems to be headed, encourage them to discuss where to go with the results. There may be an obvious decision, they may wish to pass the results to managers to decide, or something else may emerge. You are seeking a consensus from everyone on an appropriate next step. This is somewhat like step four of the Four Step Decision Process.

Do a “Plus/Delta” on the meeting. Thank everyone for participating.

Getting the Customer Involved

If the customer for your team’s work is another person or another department you can ask their opinion on selection criteria. For example, in manufacturing the customer for Maintenance is Operations. At one Texas chemical plant the maintenance manager decided to ask the operators for their opinion on what was important in a maintenance supervisor. To the maintenance manager’s surprise the operators did not rank technical maintenance skills highly at all. What the operators valued was a person who could quickly bring together the right people to solve the problem. When the maintenance manager used this new criterion it caused the selection and promotion of the first female mechanic to supervisor. She was a great success in what until then had been an all male supervisor group.

cc 328 — © Barry Phegan, Ph.D.

Posted in: Company Culture Leadership -- Specific Tools

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327 — Selecting The Best Candidate for Promotion

When a group is involved in selecting its own leader, you get the best candidate and a motivated, committed team. This process also demonstrates desirable cultural values.

“My lead manager suddenly resigned and I am looking for a replacement.” In this top-down autocratic company my friend added that he didn’t know if the opening would be filled with somebody from his own team or from another division. I suggested that he could use this unexpected vacancy as an opportunity to engage the people most affected — his Department Managers — in the selection process. Done right, the process would reveal the best candidate and further develop the division’s culture. Here’s what we discussed.

Invite the Department Managers to a meeting, “To discuss the selection of your new leader“. In the meeting, outline this group decision process. With your leadership they will:

    • Develop and agree on the selection criteria for the new lead manager.
    • Rank-order their selection criteria.
    • Rate each other (everyone in the room) against the criteria.
    • Discuss the results.

Be clear that the results of their discussion will not necessarily be the final decision. But at minimum what they say will be an important part of the selection decision process. Ask for their agreement before using this process. It involves peer feedback. People will be apprehensive. You might hand out copies of this paper so they better understand the process before agreeing to it. Emphasize that what is discussed in the meeting is confidential—it must “stay in the room”. Get their commitment to this.

Develop the Selection Criteria

    • Ask everybody to think about the qualities they would like in their new leader.
      “Think about a leader you had when you felt motivated and productive- who make your work easier. With that situation in mind, what qualities would you like in your new leader?” Allow plenty of time for discussion. Then allow five or ten minutes for everyone to separately write down his or her thoughts.
    • Go around the group asking each person for one criterion. Record what they say on a flip chart. Continue until there are no more criteria. For more on this technique see Making Better Decisions.
    • Ask the group to consolidate the criteria into 6 to 10 numbered items.
    • Ask each person to individually rank order the numbered items on a separate piece of paper.
    • Collect their rankings, tally the results, and write it on the flip chart
    • Now ask the group to weight each ranked item so the total is 100. This can be done individually and the results tallied, or it can be done through general group discussion.

You can stop the process at this point with some valuable information to the group, or you can continue and rank the candidates.

Rank Order the Candidates

    • On an 8 1/2 x 11 inch piece of paper turned horizontally (landscape mode), draw a rectangular grid/matrix with the criteria written on the left as horizontal rows, and each candidate (everyone in the room) as a vertical column with their initials on the top. Make one copy for everybody. This might be done during a coffee break.
    • Have each person privately rank order everyone (except him or herself) against each criterion. 1 as highest. No ties. Explain that the consolidated results will be information for them as a group and individually.
    • After each person has completed his or her scoring you collect them all and privately tally the results. Make a copy of the tally sheet for each person in the room. Destroy the individual ranking pages.

 

Discuss the Results

Each manager now knows how the group rates each person against the criteria they all developed. Some will rank high, others low. Sometimes one person stands out as the group’s clear favorite. Leave plenty of time for discussion. It may move in surprising and productive directions. For example an experienced team might decide that those scoring high in one area might coach those scoring low. Be open to developments.

Do a “Plus/Delta” on the meeting. Thank everyone for participating. Remind them of their agreement on confidentiality.

Caution

My friend the director was quite apprehensive about using this process with his managers. It is not for all groups. In a competitive or mistrusting group, the results might be used outside of the meeting as ammunition. This is dangerous and unfair. Because of the potential for misuse, discuss the process in detail with the group ahead of time. Get full understanding and honest agreement before using it.

In the right setting this process is exciting and informative. It identifies the person who can lead the team to new heights.

This process:

    • Involves the people most affected—in this case the Department Managers.
    • Demonstrates a new level of openness and involvement in a very sensitive area.
    • By opening the selection process to scrutiny, it reduces accusations of favoritism.
    • Shows the managers they are valued in new ways and encourages them to do something similar in their own departments.
    • Produces a clear set of selection criteria — what is important about the job to those most affected.
    • If the top ranked candidate is finally chosen, it almost guarantees his or her on-the-job success because he or she will have the support of the group.
    • Informs and simplifies the selection process for the Division Director.
    • Gives managers feedback from their peers on areas they should work on.

 

So what happened?

We worked through the process just as described. The managers were pleased and amazed at what they did and what it meant to them. Their rank ordering had no surprises, but doing it themselves built a powerful understanding and teamwork. It turned out that the corporation transferred in a new manager from outside the division. But that didn’t diminish the team’s work or the value and learning they gained from it.

More on Creative Uses for Group Decisions:

A very similar process is described in the paper Promotions and Transfers. You can use this process to pick the best candidate, satisfy everyone involved, and develop the culture. Here a volunteer group used a similar decision process to shrink itself to a workable size.

cc 327 — © Barry Phegan, Ph.D.

Posted in: Company Culture Leadership -- Specific Tools

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