Embed Size (px)
Citation preview
Finding Right People-Right Job
Right NowRecruiting & Interviewing
National Association of Steel Pipe Distributors
Agenda
Critical To Get It Right
Goals And Tactics
Define Job Profile & Winning Ads
Prepare Behavioral Questions
Best Practices
Establish Metrics
Summary and Close
“Good Is The Enemy Of Great”
First Who….Then What. Expected New Vision And Strategy. Found They First Got The Right People On The Bus , The Wrong People Off The Bus, The Right People In the Right Seats-Then They Figured Out Where To Drive It. People Are the Most Important Assets, Turns out To Be Wrong. People Are Not Most Important Assets. The Right People Are!!!
Good to Great-by Jim Collins
YOUR GOALS
Improve Service, Sales & Profitably
Identify & Match Best Qualified Candidates to Right Jobs
Reference Checks
Strategies For Positioning Job Offers
Disciplined Selection To Yield Measured Outcomes
Get and Retain Best – “A” Players
Stop Problems At Door!
Talent Hunt For Most Companies
Viewed as Chore vs Challenge
Minimal Preparation Little Training
Interview Candidates Before Job
“Tell Me About Yourself” Various Ways!
Fill Open Positions Quickly Vs Strategically
Increase Pool of Candidates
Clients/Customers & Friends Of Company
Learning-Size-Diverse-Opportunity
Marketing-PR-Sales
Recruiting Task Force-Think Creatively
Web & Leverage Internal Skills
Best Practices For Best Results
Utilize Performance Criteria Develop Staffing Plan & Costs Behavioral Interviews Train Managers CEO’s & Hiring Manager’s Roles On Daily Basis- Sell Internally-
Talent Wins!
Behavioral Interviewing
Another Tool In Your Kit
Can’t Tell You If They Can Do Job, How They Will Do Job.
Achieve Goals & Have Fun Picking Great People!
Utilize Sixth Sense
Capability AchievementQuestions NoticeAppointment ReferencesDress TravelCourtesy ConfidentialRenegotiate Bad MouthResearch Decision
Right Person In The Right JobRight Person In The Right Job
Define Job Profile
Critical Connections
Behaviors
Values
Knowledge/Experience/Skills
Key ResultAreas
Build Candidate Profile
Relationships
Behaviors
Values
Knowledge/Experience/Skills
Expectations/Results
JOB PERSON FIT vs. GAP
Evaluate and Decide
A Players
Define Them Find Them Recruit Them Challenge Them Keep Them
Job Profile-The Bedrock
Paints Picture of the IdealPaints Picture of the Ideal
Candidate Sets Standard forCandidate Sets Standard for
All Hiring DecisionsAll Hiring Decisions!
KRA’S Critical Connections Behaviors Knowledge, Experience & Skills Values/ Culture
Define Key Result AreasSpecific Performance Objectives Which Measure Success
Successful Candidate Will Accomplish !
Find 3 to 5 Performance Measurable Objective: Functional Level: Job
Cross-Functional Level: Projects
Strategic Level: Short or Long-Term Goals OUTCOMES!!!
Prepare Questions Key Result Areas
THINK SMART !Specific, Measurable, Action Oriented, Realistic &Timed
________________________________________________________
BEST PRACTICES________________________________________________________
2. PERFORMANCE PROFILE
Traditional Job Description
The Person
Performance Profile
The Job
BS degree Achieve quota within 90 days
2-4 years sales experience Obtain 20% new customers per month
Industry background required Conduct thorough needs analysis and present the product as a solution
Product knowledge essential Coordinate proposals with engineering
Good solution selling skills Manage multiple projects in intense environment
Strong analytical skills Prepare detailed cost/benefit analysis
Specific Quantifiable Examples
CAR
Circumstances
Actions
Results
Critical Connections
Candidate
Behaviors
• “… The new measure… demonstrates which human abilities make up the greater part of the ingredients for excellence at work - most especially for leadership…”
Attitude
OptimismImagination
Multi-tasking
Problem-solving
Attitude
Knowledge –Experience – SkillIntelligence
Objectives & Tasks Drive the
Requirements
What Degrees or Skills You Are Looking For?
Qualities and Characteristics To Do Job
Is it a Must? Can I Define It? Recognize It?
Values & Culture
Guidelines What are the values and culture of your
present or past job environment/organization?
What are the Work Ethics, Principles, Behaviors, Decision Making, Communication Style, Business Philosophy of People in the Immediate Work Environment.
How do you define and measure success
What Does It Take To Do The Job ? Key Result Areas
Strategic, cross-functional, functional
Critical Connections
Boss, peers/team, direct reports, internal and external customers/suppliers
Behaviors
Behavioral demands of job
Values
Company culture, leadership work ethics, principles
Knowledge,Experience,Skills
Relevant to achieving key results
Career Opportunities
The Marketplace
Job Boards, Ads, Journals,
E-Mails & Network
Ads That Work!
Screening
Reviewing and Grade Resumes
Phone Screen Candidates
Use Questions Based on Job Profile
Interviewing Style
Apply the 80-20 Rule
80% 20%
Planning interview Conducting
Listen Talk Collect data Answer questions Analyze data Explain the job Understand Sell the company Ask behavioral questions Sell the job
Interview for Results
Ask Prepared Questions
Take Notes
Obtain Specific Answers CAR’s
Identify Their Prior Results
Realistic Assignment
Face to Face InterviewGuidelinesMake the candidate feel genuinely comfortable.Set expectations you will be collecting data from s/he first by asking questions. The candidate will have time to get information from you.Ask questions explore: Motivations, preferences:
who person is and what they really want.Fit/gaps you have identified up to this point.Observe verbal and non-verbal responses.Briefly describe the job and company.Take the candidate on a tour and notice behaviors. Was the candidate curious?
How did he/she interact with others?
Change How We Do Things !
Make Candidate Wait Poor Preparation & No Resume
Questions Interview From Script Or Talk
Excessively Offer Delayed And….?
Interviewing Style The shortest course in interviewing
Wait 30 minutes or overnight before making any decision about the candidate’s ability to do the work.
Lou Adler, Hire With Your HeadGuidelines Don’t trust your emotional reaction to the
candidate. Focus on getting the information you need to learn if
the candidate can do the job. Get the candidate talking about what they know. Treat the session as a fact finding and problem
solving session. Treat the candidate as an expert, be respectfully.
Reference Checks Conducted for candidates you would like to
hire and who wants the job. GuidelinesAsk for references from bosses, peers,
subordinates, customer and suppliers .Hiring manager should conduct the reference
checks.Only ask reference performance based
questions.Do not ask questions such as age, family.Gather background information position,
scope of responsibility and relationship to the candidate, company environment, performance measurement standards etc.
Benefits
Increase Odds Of Success
Consistent Hiring Decisions
Improve People Development & Depth
Benchmarking
Measure Results Reduces Cost
Dominance (A) - the drive for influence on people and eventsLess dominant-harmony More dominant-control
Extroversion (B) - the drive to include and be includedLess extroverted-privacy
Less patient-variety & action
Less formal-”just do it”
More extroverted-inclusion
More patient-stability
More formal-avoid mistakes
Patience (C) - The drive for stability
Formality/Details (D) - The drive to avoid mistakes
Experience
Skills
Knowledge
Education &Training
Attitude & Values
Interests
Intelligence
Physical &Health
Motivating Needs,Drives, Aptitudes,& Styles
The Importance of Behavior
Position The OfferThe job offer is designed to sell the “fit” and the advantages to both the company and the
candidate.
Guidelines On first contact with candidate, describe job and
company positively. Continually gauge candidate’s receptivity to the job.
Make test offers. Keep focus on job when positioning offer. Know the personal needs of candidate based on
assessment tools. Use language, key words and phrases, reflect and
match the personal needs of candidate and required job behaviors.
Answer questions, offer information about salary range, benefits in increments throughout the selection process.
Focus on the Three Steps
Step One: Define the Job Profile
Step Two: Build Candidate Profile
Step Three: Evaluate and Decide
Identify clear actions that will support new hire development.
Post-Hire Strategy
Bridge the gaps between position requirements and what candidate brings to the job. Actions you take help assure success and retention of the individual.
Guidelines Identify what steps will be taken to bridge
the gaps.Examples: Training, Coaching
Redefine or Reassign Key Result Area(may require higher/lower
expectations for the first 6 months)Determine who will take responsibility for
there achievement.
Organized, Thoughtful Interviewing andInterviewing andSelection Process to Define, Predict, Guide, and Measure Performance
Interview Candidates
Select MostQualified
Orient
Train
ReviewPerformance
Manage
Coach
THANK YOU FOR YOUR PARTICIPATION AND
ATTENTION!
