In a recent edition of The Globe and Mail, Harvey Schachter wrote an informative article titled “The Right HR Ingredients Can Boost Results”. In the article, he outlines four strategies for managing the talent in your organization that can have a positive impact on business results:
The article provides great insight into how these strategies were identified, why they are important and quantifying the potential impact. The question is, how can these strategies be implemented in your organization in order to capitalize on the benefits? According to the article, selecting the right managers is the most critical of the four strategies. Implement successfully and “revenue per employee can soar by a startling 27%”.
Many people can be managers and perform the job adequately. But, as the article points out, “only 10% of people have the natural talent to be great managers”. What specifically is meant by “natural talent”? Essentially it is an innate ability; something instinctive and inherent. It’s just who we are.
One way to identify if someone has the natural talent to be a great manager in your company is to use the StrengthsFinder 2.0 assessment. The assessment was developed by Gallop, the same organization that produced the data in the article written by Schachter. In the assessment, Gallop has identified 34 common talents based on a 40-year study.
Have the top 5% – 10% of the managers in your organization take the StrengthsFinder 2.0 assessment. Before selecting who these managers are, identify what results and outcomes are the most critical to the performance and success of your organization (employee turnover, quantity of errors, number of products returned, etc.). Once determined, identify the managers in your organization that are the best at achieving the results and outcomes you identified. Consider these managers as your key performers. Utilize their assessment results to identify the most common talents shared by these managers.
This provides just one data point of value in selecting new managers. I’m not suggesting to use this as the only method of hiring new managers. Someone possessing the desired talents may have exhibited problematic behaviors in their current position. Perhaps their responses to interview questions raises concerns. Incorporating this assessment as one of the components of your hiring process can be a good tool in providing additional insight in selecting great managers.
For another great leadership article, click HERE.