The Manager Tools Talent Scouting Averages
April 13th, 2008This cast describes a technique for measuring your team and/or organization’s ability to recognize talent.
Many managers mistakenly fail to connect the process of hiring with the later successes and failures of the organization. When someone doesn’t work out, particularly if it’s 3-5 years after they were hired, very few managers think that the problem started when they were being interviewed. But the fact is, just like our elected leaders in a democracy, we get the people we deserve. If we hired them, we MUST have wanted them? Right?
Somehow, though, this kind of analysis is never done. While it’s probably not terribly helpful for those who leave the company after 20 years, there ought to be a way to evaluate managers’ abilities to find and hire good, talented people (”talent”) for the company.
And now there is: The Manager Tools Talent Scouting Average.
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April 18th, 2008 at 12:02 am
I had a road trip this morning and listened to the cast. I never cease to be amazed at the relevance of the material. I enjoyed the Dodger/Giants banter at the beginning. GO BLUE! To carry the baseball theme a little further, the Dodger farm system is a good example of your discussion. At least half of the players on the field yesterday were in the minor leagues two years ago.
With faltering veterans, management went to the farm and found good talent. Best part of the deal is that when they brought these guys up they performed. Through spring training the story was we are going to ride the young guys. Confident in their ability, management let them know they were the way of the future. One of those guys is one of two who have a hit in every game this season - James Loney.
One of the best stories of the season is Blake Dewitt. This kid was lost in the minor league camp until two big league injuries gave him the chance to move up to the majors and “fill in.” His OBP is in the top 5 of the club. His reward after Nomar’s return was sticking around and seeing another guy sent down.
Tying your idea to baseball was really good for me. I wish I knew some soccer (football) examples that could be shared with our International friends. The same thoughts apply there too. The ability of Germany, France, England, Netherlands, Italy, and Brazil to consistently play at the highest level of soccer is, again, proof of the validity of talent scouting.
So, it works in Baseball. It works in Soccer. It works in business.
Great stuff. I look forward every week to seeing what gems you will be sharing.
Larry
April 21st, 2008 at 12:32 am
Larry-
This is why Time Begins On Opening Day.
Mark
April 21st, 2008 at 8:02 pm
In regard how managers might “game the system” to arrive at a better scouting average, Mike and Mark discuss the possibility that managers will work harder to ensure that potential underperformers deliver adequate results (presumably through coaching), in which case the organization still wins. I can think of two other possibilities.
1) the manager, realizing she has an underperformer, attempts to get them transferred elsewhere in the organization. In this scenario, the organization still might win, if the underperformance is recognized and addressed by a new manager, senior managers, or HR, but there are costs to having an underperformer; a transfer just makes it a different manager’s problem. (Note also that time spent coaching an underperformer to be an adequate performer might be better spent bringing an average performer up to a high performer.)
2) some organizations, a famous example is GE, practice differentiation, i.e. segmenting the workforce into 20% stars, 70% average performers, and 10% underperformers, with the intention of firing the underperformers. If a manager knows that periodically she will be required to fire someone, it would be rational to hire an underperformer occasionally so that they can be fired later without hurting the overall performance of the team. The manager would thus have a perverse incentive; to hire poorly, manage poorly, and fire someone the firm didn’t need in the first place.
May 4th, 2008 at 2:25 pm
M&M, you guys ROCK ! Question:
I have my director who doesnot provide any direction, no ethics and no integrity. He will ask me to do things which I know donot make sense. I normally send email to him about what his direction is and that I will act on it. Now because it is in email he feels the pressure , flips 180degrees and replies that he didnot mean that and normally would end up as ” …please stop buy to discuss if things are not clear still”
I am fed up of this guy, How do I handle him. Also we normally have yearly surveys in the company and one big complaint always from employees is ” Lack of Communication “. Can you address this in one of your podcasts ” How to improve executive communication across the company “. Please respond. Thanks
May 5th, 2008 at 7:48 am
Ecineko-
Thanks for the kind words.
There’s not much you can do about a bad boss. You have very little influence UP the organization, unfortunately, and with a boss like you’re describing, it’s DANGEROUS to encourage change.
And, communication is almost ALWAYS terrible. Sorry, but it just is. If THAT were the reason you might use for going somewhere else, don’t be surprised that it’s the same wherever you ended up.
Mark
June 6th, 2008 at 11:18 am
I am dismayed at the number of unprofessional managers in the workplace. Reminds me of the little Dutch boy and the dike… you no sooner train one and two more spring up.
Hopefully, more managers will start to listen to these podcasts and get up to speed.
Kevin
June 6th, 2008 at 6:05 pm
Kevin-
Yes, and we’ve learned the hard way that cursing the mule don’t load the cart!
))
Mark