(I asked ChatGPT to write a story about the legal and diversity hiring implications of using Performance-based Hiring based on this whitepaper from Littler. I was shocked by the story it wrote with such a simple prompt.)
In the heart of the corporate district, inside a spacious office adorned with contemporary art, John, the Hiring Manager, sat across from Sarah, the VP of HR. The ambient glow from the city’s skyline streamed through the large windows, casting a soft light on their discussion.
John, looking visibly concerned, leaned in. “Sarah, our traditional hiring methods aren’t yielding the strong candidates we need for our technical and mid-management roles. I’ve been hearing whispers about Performance-based Hiring. Is it something we should be looking into?”
Sarah, ever the diligent executive, paused for a moment, choosing her words carefully. “John, I recently reviewed a whitepaper by one of the country’s top legal authorities on hiring practices. Their insights on Performance-based Hiring were quite enlightening. Let me share what I’ve learned.”
She began, “Instead of our usual generic job descriptions, Performance-based Hiring emphasizes job descriptions that revolve around key performance objectives. It’s not just about listing duties; it’s about showcasing the tangible outcomes we expect.”
John’s interest was piqued, “That sounds innovative. But how does it help in drawing top talent?”
Sarah explained, “The approach uses advanced marketing and networking strategies to target the right candidates. And since it’s centered on performance, not just qualifications, we might attract a broader, more diverse range of candidates, including those with unique experiences.”
John looked thoughtful, “Diversity has always been a priority for us. But what about the interview process?”
Sarah responded, “The whitepaper emphasized that Performance-based Hiring employs evidence-based interviewing techniques. This ensures structured and consistent interviews, focusing on a candidate’s ability to meet the role’s performance objectives. It’s a game-changer in reducing biases.”
John, always concerned about compliance, asked, “And where does it stand legally?”
Sarah, holding up the whitepaper she had mentioned, replied, “According to this top legal authority, while Performance-based Hiring differs from traditional methods, it’s crafted to align with workplace regulations. For instance, it aids in compliance with laws like the Americans with Disabilities Act.”
John nodded, “Communication has been a challenge for us in the past. Does this method address that?”
Sarah affirmed, “Indeed. It places a strong emphasis on clear communication of job expectations, which can significantly reduce potential misunderstandings and litigation risks. Plus, it’s flexible, allowing us to apply it where it’s most needed.”
John, looking intrigued, asked, “So, for which types of jobs do you think this approach would be best suited?”
Sarah replied, “Performance-based Hiring is particularly effective for roles where the outcomes are clear and measurable. It’s ideal for technical roles, project management, sales positions, and any role where performance can be directly tied to business results. However, for lower-level or high turnover positions, a more traditional approach might still be effective.”
John considered this, “Alright, I’m convinced. How do we get started?”
Sarah smiled, “With the support of our Recruiting team, we can begin by identifying a few roles to pilot this approach. We’ll craft performance-based job descriptions, train our interviewers in the new techniques, and then assess the results. If it proves successful, we can roll it out more broadly.”
John’s eyes lit up with realization, “You know, Sarah, these performance-based job descriptions could also be invaluable for onboarding and performance management throughout the year. It provides a clear roadmap for expectations right from the start.”
Sarah nodded in agreement, “Absolutely, John. It ensures that both the employee and the manager are aligned from day one. Imagine a scenario where, on the first-year anniversary date, the candidate is still as excited about the job as they were when they started, and you’re equally thrilled about having hired them. It’s a win-win outcome.”
John leaned forward, “That’s the dream, isn’t it? To have both the employee and the employer equally satisfied with the hiring decision even a year later. This could be a game-changer for us.”
Sarah, sensing the momentum, added, “It’s more than just hiring, John. It’s about long-term satisfaction, retention, and growth. This approach could have profound implications for our company’s future.”
John extended his hand, “Let’s do it, Sarah. Let’s revolutionize our hiring and onboarding process.”
With a firm handshake sealing their commitment, John and Sarah embarked on a transformative journey to reshape their company’s hiring landscape, backed by the insights from a leading legal authority and the promise of long-term mutual satisfaction.
Lou Adler is the CEO and founder of Performance-based Hiring Learning Systems – a consulting and training firm helping recruiters and hiring managers around the world hire more leaders. Lou is the author of the Amazon top-10 best-seller, Hire With Your Head (John Wiley & Sons, 4th Edition, 2021), The Essential Guide for Hiring & Getting Hired (Workbench Media, 2013) and LinkedIn Learning’s Performance-based Hiring video training program (2016). His new course on LinkedIn Learning – Integrating Performance-based Hiring in into the Performance Management (2023) – in now available. Make sure you check out his Hire with Your Head Book Club for the latest hiring ideas and trends.