Google’s Perfect Employee – Skills for Today’s Marketplace

A significant amount of my consulting work is spent improving organizational performance by developing people. Sometimes employee development is done proactively – like taking vitamins before you get sick. More frequently, employee development is a reactive approach to problematic performance. Like setting a broken leg or providing an antibiotic, this approach can still be successful. However, like a physical ailment, it typically involves some organizational headaches and pain.

Negative employee performance often leads to discussions about hiring practices. How can employers screen potential employees in ways which maximize organizational health and minimize organizational ailments?

Traditional hiring methods focus heavily on technical or hard skills. This approach believes that an educated and skilled workforce will bring beneficial competencies into our businesses. In other words, a bevy of technical skills will equip an individual to succeed. However, this model breaks down and we’ve all worked with gifted (aka – skilled) people that no one can work with. So how do we find the right employee?

Recent research from Google provides helpful insights into this important question. Their study about workplace success contradicts the conventional ‘hard skill’ approach. Google, a company founded by techies (and, one that has historically relied on hiring hard skills) analyzed their own data to find their success recipe. In short, they discovered that it takes more than a knowledge of technology to be a technology company. By crunching their own data, Google discovered the following skills were most important:

  1. Being a good coach;
  2. Communicating and listening well;
  3. Possessing insights into others (including others different values and points of view);
  4. Having empathy toward and being supportive of one’s colleagues;
  5. Being a good critical thinker;
  6. Having effective problem-solving skills; and,
  7. Being able to make connections across complex ideas.

The most fascinating insights is that, direct technical skills, sits at number 8 on this list! While technical skills are needed, they follow (not lead!) the list of high performing employee attributes.

“Google’s Project Aristotle shows that the best teams at Google exhibit a range of soft skills: equality, generosity, curiosity toward the ideas of your teammates, empathy, and emotional intelligence. And topping the list: emotional safety. No bullying. To succeed, each and every team member must feel confident speaking up and making mistakes. They must know they are being heard” (Strauss).

These conclusions align with the triadic leadership model I use with clients. This diagram is a visual reminder that effective employees (and leaders) are a composite of three equally important ingredients:

  1. Skills – what a leader does.
  2. Self-awareness – who a leader is.
  3. Morals/values – why a leader leads.

Over-focusing on any single part of this model (e.g. – hard skills only focus on ‘what a leader does’) will lead to performance gaps.

There is no perfect system to hire or develop an ideal employee. But research is revealing that hard skills are not enough. Soft skills will play an important role in our modern workforce (and increasingly so as automation and robots are equipped to undertake traditional hard-skill tasks).

So, what does this practically mean for you and your organization? Here are a few concluding ideas for business leaders to consider as they seek to implement Google’s conclusions. Please add your own insights to this list!

  • Does your resume review focus on hard skills or soft skills?
  • How do your interview questions assess soft skills?
  • Many of the skills in Google’s list require strong moral development (e.g. – listening skills. empathy or generosity). How do you develop ethical behavior in employees? How do your interview questions reveal a candidate’s moral norms?

Head ShotDr. Jeff Suderman is a futurist, consultant, and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Email: jeff@jeffsuderman.com

 

Source: Valerie Strauss, Washington Post

[Infographic] Gen Z Just Graduated from College! So What Are They Like?

Over the past year two of my students have taught me a lot as they have undertaken thesis work related to generational differences in the workplace. A few of my blogs have addressed this theme in recent months (The Millennial Way and Defining Workplace Generations). Today I am continuing this topic by discussing a generation that has not received as much press as it should. But Gen Z is about to get a lot of attention!

You see, we have just entered the zone where Gen Z’s are graduating from college. Most demographers define this generation as those born between 1995 and 2010 which means that the first wave of this cohort just graduated. You can expect to see many of their applications and resumes in the months ahead. And as we have learned with previous generations, they will bring some changes!

The content below is courtesy of Richard Madison, a marketer at the Brighton School of Business (U.K). It provides some very practical insights about Gen Z. I trust it will help your organization prepare for yet another wave of unique expectations in our increasingly multigenerational work environments.

What-to-Expect-from-Gen-Z-Infographic

 

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Head Shot

Jeff Suderman is a futurist, consultant, Gen X’er and professor who works in the field of organizational development. He partners with clients to improve culture, leadership, teamwork, organizational alignment, strategy and organizational future-readiness. He resides in Palm Desert, California. Twitter: @jlsuderman Email: jeff@jeffsuderman.com

Source: Brighton School of Business and Management