Presentation on theme: "Finding Right People-Right Job Right Now Recruiting & Interviewing National Association of Steel Pipe Distributors."— Presentation transcript:
Finding Right People-Right Job Right Now Recruiting & 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 Achievement Questions Notice Appointment References Dress Travel Courtesy Confidential Renegotiate Bad Mouth Research Decision
Right Person In The Right Job Define Job Profile Critical Connections Behaviors Values Knowledge/Experience/Skills Key Result Areas 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 Ideal Candidate Sets Standard for Candidate Sets Standard for All Hiring Decisions All Hiring Decisions! KRA’S Critical Connections Behaviors Knowledge, Experience & Skills Values/ Culture
Define Key Result Areas Specific 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 degreeAchieve quota within 90 days 2-4 years sales experienceObtain 20% new customers per month Industry background requiredConduct thorough needs analysis and present the product as a solution Product knowledge essentialCoordinate proposals with engineering Good solution selling skillsManage multiple projects in intense environment Strong analytical skillsPrepare 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 Optimism Imagination Multi-tasking Problem-solving Attitude
Knowledge –Experience – Skill Intelligence 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, s & Network
Ads That Work!
Screening Reviewing and Grade Resumes Phone Screen Candidates Use Questions Based on Job Profile
Interviewing Style Apply the Rule 80%20% Planning interviewConducting ListenTalk Collect dataAnswer questions Analyze dataExplain the job UnderstandSell 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 Interview Guidelines Make 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 Head Guidelines 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. Guidelines Ask 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 events Less dominant-harmony More dominant-control Extroversion (B) - the drive to include and be included Less 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 Offer The 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.
Interviewing and Organized, Thoughtful Interviewing and Selection Process to Define, Predict, Guide, and Measure Performance Interview Candidates Select Most Qualified Orient Train Review Performance Manage Coach
THANK YOU FOR YOUR PARTICIPATION AND ATTENTION!
Victor Coppola P.I. Associates Predictive Index