When it comes to the hiring process, they go to different resources.
One thing that helps them a lot to go through this process is the book called “Top Grading”.
The book is about how to go through the hiring process. It also teaches how to get to the core of the person that you are working with.
They also use a behavioral assessment called the Predictive Index.
Predictive Index creates a personality assessment that allows them to see the motivations of the individual or candidate.
This is a great tool for them to know if the position that the candidate is applying for matches their motivations and behavior.
While in resourcing they usually use referrals and aggregator websites such as Wisehire or LinkedIn.
Another tool that they use in hiring its contractors is the EOS processor. The Entrepreneurial Operating System process which is made famous in the book “Traction” by Gino Wickman.
One of the things that this book teaches them is how to evaluate your personnel not only against your core focus as an organization but as well as to see if they understand the business, if they want it and if they have the capacity to do it.
If you want to know the whole process of hiring, training, and evaluating that the Titan Wealth Group is using continue watching this video.
Fernando O. Angelucci is Founder and President of Titan Wealth Group. He also leads the firm’s finance and acquisitions departments. Fernando Angelucci and Steven Wear founded Titan Wealth Group in 2015, and under his leadership, the firm’s revenue has grown over 100% year over year. Today,
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One of the questions that I get pretty often is, how do we hire, train and evaluate our employees and our contractors? So, when it comes to the hiring process, we go through a few different resources. The first book that I read that really added a lot of value to this process for us was Topgrading. In that book, they talk about how to go through the hiring process, how to create funnels and how to really get to the core of the person that you're working with. A supplement to that is we use a service called Predictive Index. With Predictive Index, it is a two question assessment. It's a behavioral assessment. And first question is, how do you feel people perceive you, or what do people expect from you? And then, the second question is, how do you perceive yourself? Or what do you think people are expecting of, and those two questions that we'll have a bunch of multiple check boxes that you can click through, maybe something like a hundred check boxes.
And from that, it creates a personality assessment that allows us to see very quickly, what are the motivations of that individual or candidate? For example, in my Predictive Index assessment, I'm what's called a captain. So, I have more attention to high level, not a lot of attention to detail. One of the things that is difficult for me is I like to move quickly. I like to change. So, if I was looking at my assessment for, let's say an accounting position, I would be the worst candidate for that type of position, because in that position that had, you know, high attention to detail is very methodical, likes things to be repetitive and have a process and a system and the rules that need to be followed. Whereas on mine, I, you know, rules are more of a guideline for me, not hard and fast rules.
I like to be in the changing environment. I like to shake things up. I need variable tasks. I can't sit in front of a desk for too long. So, that's a really great tool that we use on anyone that's coming into our organization, whether they're an employee, whether they are a contractor that we're working with or a service provider, we'll send everyone through that assessment to see, if the position that they're feeling matches up with their motivations and their, the way their behavior. We'll then subsequently follow those motivations. So, Predictive Index is super important to us. When, the way we source these candidates are by using multiple both referrals, but then also online aggregator websites, such as WizeHire or Monster LinkedIn. And, we try to, create funnels so that these pre-qualifying funnels so that each one of our candidates have to go through and do more and more work to finally get, to spend time with the owners of the company.
So, it may be, you know, they go to the job posting and they read through the post and say, Hey, this is great. Instead of just clicking the submit application or send resume, and then go on to the next one. And we don't want people just spamming our job so put something in that posting, which is like a homework assignment so that we know they actually read through the whole thing and understood it and want it. So, it may be something like, write a 300 word essay on, why you'd be a great fit for this position. I want you to then record yourself, reading this essay out loud. I want you to post it onto YouTube and then send me the YouTube link in addition to the results from your Predictive Index assessment. And then all of a sudden, we go from 300 applicants down to say maybe 10 applicants, that actually go through all of those homework funnels, all those pre-qualifying funnels.
From that point, then we will look at the Predictive Index assessment. See if it lines up with the position that we're looking for. And then, we'll start doing interviews using either The Topgrading process or Predictive Index has their own interview questions based off of the person's specific assessment. So, you can say, Hey, you know, so for example, for me, for Fernando says, Hey, Fernando, I see that you have, you know, some trouble with repetitive tasks and attention to detail. What are some ways that you have mitigated that in the past? And it's nice. Cause it's almost like an interview guide that is specifically tailored to the person that's sitting in front of you. Another tool that we use when it comes to hiring and evaluating our employees and our contractors is, The EOS process or The Entrepreneurial Operating System process, which is made famous in the book, Traction by Gino Wickman.
And one of the things that they teach is how to evaluate your personnel. Not only against your core focuses as an organization, but then also to see if they get it, they want it, and they have the capacity to do it. So, for example, maybe I'm hiring for an acquisition manager role and that acquisition manager, to see if he gets it, I'll ask him questions that are pretty typical in sales. I'll move quickly. I'll see how fast he is building rapport. Does he understand the business that we're in? Or if he doesn't understand it completely, does he have a generalization from doing research prior to coming into the interview? The second thing is, does he want that position? Right? You may get how to do a job, but you may not want it.
Maybe it's something that you're just doing because you need some quick cash on the side. That's pretty dangerous because then now you're putting all these resources into training and hiring someone, for them just to leave in six or 12 months because they aren't happy. And The Predictive Index assessment helps with that as well. There's something called a synthesis score where if they are overextending themselves, say, they're not someone that likes to pay attention to detail, but they're applying for a job that they need to pay attention to detail for, they can do it. They can go out of their comfort zone, but eventually that's going to wear them out. That's going to burn them out and they're going to leave or ask to change positions. And then, the last piece is, do they have the capacity to do it? So, this is an example of this would be if, someone who was coming to apply for a position, they want a full-time position, but they're already working a full-time job and a part-time job on the side.
You know, they may get it, they may want it, but they don't really have the capacity to do it. Another example is, let's say we're working with an acquisition manager that doesn't have a car and intends on not buying a car, but the job requires them to drive, you know, eight hours a day from appointment to appointment. So, that's another example of having the capacity to, and then the most important part, I think is making sure that that individual aligns with your core values as an organization. The proper way of going about this is not by telling them what the core values of the organization is, but actually, asking them questions and seeing how they answer to see if it aligns. So for example, one of the things that I really like to do, let's say one of your core focuses is integrity in your company, your core values integrity.
So, what I'll say, instead of saying, Hey, our core values is integrity. How do you embody that? Because now that it's a loaded question. What we say is, you know, who are, give me the names of three people that you admire that, you know, on a personal basis, not someone that you've read about or seen on TV, but someone, you know, personally and have met in the past, give me those names. And then for each one of those names, write down all the characteristics that you value in that person. And, if all of a sudden the interviewee starts saying, well, I like this person because he gets what he wants, even if he has to step on people to get there. He gets the job done no matter what, no matter who, you know, no matter who gets in his way, if he has to trample him, then that's worth it.
You know, those are things that do not align with a core value of integrity. So, that's an easy way to get those pieces out of a candidate without actually revealing your cards, telling them what your core values are, so that you can get a straight answer and evaluate them from an honest perspective. And we thought that asking them who they admire, what traits they admire about those people works really well. And then, as far as training our employees and our staff, our personnel, we take this very seriously. We go through a numerous training programs, depending on what positions they're in. There's usually assigned reading that must be done. There are online modules that must be done. So for example, if let's say we're hiring a sales guy, very first thing that I request them to read will be a book called, Never Split The Difference by Chris Voss.
So written by the lead FBI hostage negotiator for 10 years, turned business person, talks about tactical empathy and being a good listener and, you know, finding ways to draw more information out of people without being overbearing and trying to cram something down their throat. So, that's one of the required reasons for us. Another one, that we decided to do with salespeople is send them through the John Martinez Sales Training program, which is a weekly training program with videos and online modules and homework assignments that must be done. It's really has been really good for us. And then, as far as other positions we'll, we've found is that we're good at our business. We're not good at training our people. So, the best thing for us to do is go out and hire people that have expertise in that field to train that person or candidate in the area that they need to excel.
So, for example, if it's a property manager, we'll, we'll put them through a property management course, another thing that we always do is, any time we are doing a repetitive process or something that's stuck in the owner's brains, we always try to get that out of our brains and into, writing into processes, into videos and trainings. So for example, one of the things that I have for myself is every time I catch myself doing something two or three times, the same way, what I'll end up doing is recording my screen with a mic. And as I do that task, I'll talk out loud how I'm doing it, why I'm doing it, the reasons behind the actions. And then, we'll record those. We'll put them in a central repository that all employees in the company have access to. So, if there's ever a time where someone, you know, may not know how to, you know, order professional photos for a property, they can go right into the marketing or dispositions folder. There'll be a video, says here's how to order professional photos for a property, they'll click on it, to walk through it. And then there's usually a process that follows it as well, with a checklist, so that they can go ahead and check things off until they have that process memorized. So, we think that's super important when it comes to training employees and train potential candidates,
As far as evaluations go, we do multiple evaluations per year. So, because we run on EOS, not only do we have our weekly level 10 meetings, but we also do quarterly meetings to wrap up the previous quarter and then start working on the next quarters, major goals or rocks as we call them. But a part of that quarterly meeting and a part of the annual meeting is, we go through each one of our employees and owners and we all in an open room, openly review each other, which can get tense at times, but it's how you create extreme accountability. And so the very first thing that we'll rate people on is that, do they get it, do they want it, and do they have the capacity to do it and how our rating system works is we do, we have to give a plus, we give a plus minus, or we give a minus.
And for each one of these things, we set a parameter. They either have to be plus or better. They have to be plus minus or better. If anybody shows up on a minus for anything that goes onto an issues list, and then we have to work with that person to see what's going on and how can we help? So, those are the first three, get it, want it, do they have the capacity to do it? Then we rate everyone again on our core values. So for example, one of my companies, the corporate, we have four core values. It's, have fun, operate with integrity, operate with drive. So, sometimes you got to put in a lot of hours, but it's worth it, cause it betters the whole. And then the last is, others first. So, having a spirit of sharing and of helping others, even if it doesn't help you, charitable giving, donating, volunteering time, those types of things.
And then we'll go through and we'll rate everyone, including the owners in an open room everybody's facing each other. We give them plus, plus, minus or minus, and then we'll set, Hey, you know, fun, you can be a plus minus or better. Integrity, you got to be a plus, plus there's going to be, you know, follow-up meetings to discuss what happened. And you know, is this the right place for you to be? Drive is a plus. And then others first is also, it's also a plus. So, these are the things that we evaluate on. And then we look at just the accountability. Each week on our level tens, issues are assigned to stakeholders or to people that own, that issue that need to solve it. And if we start to see in the level tens that your tasks are falling behind and you're not getting them done on certain deadlines.
And that requires a further meeting to figure out what's going on. Is there something we can do to help out? Or maybe it just, it's not a right fit and we should part ways amicably. So, those are the main things that we use when it comes to hiring, training and evaluating candidates and employees in our companies. This is by no means an exhaustive answer. I mean, we have spent hundreds of thousands of dollars on this process. You know, your greatest asset are your people. And if you make a bad choice, that choice could cost you usually three to six times that person's salary. Especially, if you let them just putter by for years without addressing any issues. So, that's what I usually recommend. Anytime somebody asks me, Hey, how do you hire? How do you train? How do you evaluate employees? How do you find them?
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