Guide for Visionary Leaders and Business Decision-makers.

Written by Bob Cannon

Change andrepparttar Cycle of Specialization Robert E. Cannon

Guide for Visionary Leaders and Business Decision-makers. – Inrepparttar 119462 January issue of Taking Aim, I reported onrepparttar 119463 book Margin. That book triggered some thoughts that had been floating in and out of my consciousness for some time. In fact I had even createdrepparttar 119464 topic “Cycle of Specialization” several years ago, but just couldn’t quite get my thoughts to gel in any cohesive manner. This then is an attempt to put into words those thoughts and how it affects us as visionary leaders and business decision-makers. There is a Cycle of Specialization that has repeated itself overrepparttar 119465 centuries. It has been difficult to spot becauserepparttar 119466 cycles have frequently been far apart, butrepparttar 119467 pace is quickening. Our society is being driven to a more rapid rate of change inrepparttar 119468 cycle byrepparttar 119469 growth in population, technology and information. The cycle begins with prehistoric man and his work to survive. He had to be a vertical supplier to his own survival. He was responsible for his own food, shelter, water, and protection. He was dependent upon himself for his own survival. As time went on, he invented language and traveled in groups or tribes. These groups started to specialize. Some would hunt while others would driverepparttar 119470 game torepparttar 119471 hunters or cookrepparttar 119472 food and as that happened; each specialization became vertical in their specialty. The hunter prepared his own equipment for hunting andrepparttar 119473 cooks developed their own tools for cooking. Things changed very little for thousands of years. Certainlyrepparttar 119474 villages changed and farming became a specialty and each farmer in turn became vertical in his specialty and developed his own tools. Withrepparttar 119475 advent of farming camerepparttar 119476 permanent establishment of villages and a new range of specialties developed. Craftsmen developed who specialized in spinning wool, weaving cloth, making clothes, making shoes etc. Each craftsman again had to be a vertical supplier of tools and technology to his own craft. This knowledge was passed along via apprenticeships andrepparttar 119477 cycle continued. Today, as was pointed out in Margin, we are undergoing exponential change and with that, we are also undergoing exponential specialization. As a researcher, it is easy for me to point torepparttar 119478 workrepparttar 119479 government has undertaken to modernizerepparttar 119480 old Standard Industrial Classification (S.I.C.) codes to coverrepparttar 119481 new products and services that were not in existence whenrepparttar 119482 codes were created. Another great example comes to mind having just gone throughrepparttar 119483 traditional year-end review ofrepparttar 119484 news. 2004 was for manyrepparttar 119485 year ofrepparttar 119486 blogger. Ten years agorepparttar 119487 Internet was still in its infancy, there was no E-Commerce let alone bloggers. (My spell checker still doesn’t recognizerepparttar 119488 word blogger.) Another area of incredible specialization is Health Care. It wasn’t that many years ago that if I didn’t feel well, I went to my doctor and he prescribed something to help me. Today my family doctor is nothing more than a gatekeeper. When I don’t feel well now, I go to see him to find out whom to see to treat my problem. Our efforts to improve our competitiveness with LEAN and Continuous Improvement are so internally focused that we are creating even more specialists to delve intorepparttar 119489 minutia of processes at a level previously unthinkable.

Specialization creates information, which requires more specialization creating an unending Cycle of Specialization devoted to continuous improvement ofrepparttar 119490 product or service. (I am not certain which came first, specialization or information, butrepparttar 119491 cycle continues.)

7 Steps To Hire The Best

Written by Michael Mercer, Ph.D.

You can use this step-by-step method to hire applicants who are likely to be “superstar” employees: - highly productive - low-turnover

Important: Focus on hiring applicants you rate positively on all seven prediction methods.

1st Prediction Method = Brief Initial Screening Interview

If an applicant’s application looks suitable, then conduct BISI, a customized 15-30 minute over-phone or in-person interview. BISI quickly reveals if an applicant has biographical data similar to your company’s “superstar” employees.

For example, at one company, we discovered “superstar” Sales Reps had many similarities before working for this company: * Work: (a) 1 or 2 previous sales jobs, (b) only 1 or 2 jobs before applying atrepparttar company, and (c) kept prior jobs 2 – 5 years * Education: (a) earned B.A. from state universities, (b) majored in business or liberal arts, (c)worked part-time throughout college, and (d) college jobs entailed a lot of people contact * Pay: Earned less than likely first year compensation at this company * Vocal Style: Exuded high energy

So, this company’s BISI screened-in applicants with similar work, education, pay, and vocal style – and screened-out other applicants.

2nd Prediction Method = Customized Pre-employment Tests

Ifrepparttar 119461 applicant did well on 1st Prediction Method – BISI, then you can have applicant take customized pre-employment tests. Use tests specifically designed to screen applicants and predict: A. Work Behavior – e.g., interpersonal skills, personality, and motivations B. Mental Abilities – e.g., problem-solving, vocabulary, math, grammar, and small detail abilities

Importantly,repparttar 119462 test must use customized “benchmark scores” based on scores of your “superstar” employees. With customized “benchmark scores,” you quickly see if an applicant scored similar to your company’s “superstar” employees.

3rd Prediction Method = In-Depth Interview Using Customized Interview Guide Form

If you deciderepparttar 119463 applicant did fine on 1st and 2nd Prediction Methods, then you may conduct an In-Depth Interview. Crucial: Create a customized Interview Guide document for each job, including (a) 6 – 9 key “make-or-brake” job talents, (b) questions to ask, (b) note-taking, and (c) ratings.

Importantly, you must provide seminar training to teach managers how to use your customized Interview Guides to assess applicants. Without superb training, interviewers fail to hirerepparttar 119464 best.

Cont'd on page 2 ==> © 2005
Terms of Use