Duplicating excellent behaviour

Fast and efficiently increasing employee performance

As in every company you have undoubtedly a few employees/managers/sale personnel who produce excellent results, other employees whose performance is average, and still others that underachieve. But how do we lift these lesser performing employees to a higher level?

Duplicating unconscious ideal behaviour

The School for Recruitment researches what high-performers do and what makes them so efficient in their work. We map this out and develop with our client a change program that quickly and efficiently produces this ideal behaviour in the largest possible group of employees.

How do we measure excellence in your organisation?

The School for Recruitment researches the (unconscious) strategies that excellent employees use to be able to do a job as well as possible. Mostly it involves unconscious strategic processes in the way decisions they make decisions. This is examined with an online questionnaire and/or attitude based interview. We also ask for competences and work approach. We do the same for less efficient employees and make a contrast analysis. We carry this out discretely so people are not demotivated or get too big an idea of themselves.

The following question is in our mind:

What makes someone in this job or company an excellent performer?

The results of the analysis tell us what precisely makes the difference. This can be taught to others with a minimum amount of effort and a maximum return. In coaching we can specifically focus on what is the priority of the person.

Step plan

  • Step 1: Identify the high and low performers: this happens discretely and is integrated into a preparation program that you were to roll out already.
  • Step 2: We have in-depth interviews (competence and attitude based) with the high performers. We search for the factors that reoccur in all the high performers. This information can be used to make a measuring instrument (360° or competence checklist) because what you measure can be improved.
  • Step 3: Both low and high performers fill out an online questionnaire that lasts less than 30 minutes. This measures 48 behaviour parameters. Via statistical analysis we find the factors that play a role in excellent behaviour. Our experience teaches us that it is between 8 and 12 indicators. This also means that a model keeps diversity but predicts excellence.
  • Step 4: Presentation of the model of excellence and refinement after consultation.
  • Step 5: Use of the insights from the model to put together a training program, coaching, feedback centre, selection, …

Efficient performance improvement

A model of excellence brings into focus which factors make the difference between ordinary performance and excellent performance. Once these factors are determined we can compare candidate-employees and current employees with the profile of excellence. Some models of excellence can even predict up to 76% of the job performance. By selecting and guiding the right new employees, one can achieve remarkable results. Because we only focus on the elements that really make a difference in the job and in your organisation, we can make full use of the time available to achieve a real performance improvement.

Reference project

The School for Recruitment used this strategy with Quick in a People Management Development program. In addition a 360° instrument was developed that measured the competences of managers. This was used in the development centre.

A top law firm recruits trainee lawyers for about 2 to 3 years to produce really profitable work. It is therefore very important not to have any recruitment failures. A model of excellence offered a way forward.