Four Elements of Successful Hiring

Here’s Why We Have Hiring Issues  Jobs keep changing!  The workplace keeps changing!  Employee turnover costs have exploded!

High Cost of Hiring & Firing What was your biggest hiring mistake?  How long did it take to remedy it?  How much did it cost?

Cost of Bad Hires Advertising Time plowing through resumes Hours/days in interviewing Time in carefully preparing offers Train new people Compensation of under- performers Time developing unsuitable people Lost productivity from poor performance Legal costs on firings Morale impact from turnover Potential liabilities of bad hires Opportunity costs of bad fits

Four Elements of Successful Hiring 1.Recruiting for qualified candidates 2.Screening the candidates 3.Interviewing the candidates 4.Assessing the candidates 1.Recruiting for qualified candidates 2.Screening the candidates 3.Interviewing the candidates 4.Assessing the candidates

RECRUITING FOR QUALIFIED CANDIDATES

Beginning the Search You need:  Job description  Key accountabilities  Job benchmarking  Interview questions  Hard skill assessment

Job Descriptions Seven Elements of a Complete Job Description 1.Job Title 2.Basic Function (defined) 3.Reporting Relationship (up/down/sideways) 4.Authority (defined) 5.Responsibility (defined) 6.Principle Duties (defined) 7.Standards & Measurement of Performance

Job Description How are they used? Recruiting Interviewing Training Performance Review

Recruiting  Knowledge of the position to be filled and the ability to communicate it.  Where are the candidates?

Recruiting Print Media Print Media Internet Networking Recruiters Your Own Web Site Your Own Web Site Employee Referral Employee Referral Social Networks Social Networks Company Alumni Company Alumni

Employee Referral Recruiting Program  Let your employees know who you are looking for  Provide an award (not too little or too much)  Payout over two or more months (½ & ½ or 1/3, 1/3, 1/3)

Cast a Wide Net  Temp to perm  Recruit from competitors  Professional journals  Signs  Posters  Job fairs  Temp to perm  Recruit from competitors  Professional journals  Signs  Posters  Job fairs

Your Web Site Keep a Line Out 24/7  Talent has a choice—be user friendly  Attract targets to your Web site  Engage them  Inform them  Answer two questions:  Why should I come?  Why do people stay?  Make it believable and supportable  Talent has a choice—be user friendly  Attract targets to your Web site  Engage them  Inform them  Answer two questions:  Why should I come?  Why do people stay?  Make it believable and supportable

SCREENING THE CANDIDATES

Resume Review  Look for tenure in jobs and upward progression in career  Look for disconnect between titles and responsibilities—often happens at smaller companies

Selection Process  Initial Screening  Resume review (ranking 1-5) 1= Must see 2= Strong interest 3= I have a gut feeling 4= Not this position but have an interest 5= Not on my watch  Rank the top 5 resumes to pursue

Initial Telephone Screening During the initial screening, find out:  Why they are interested in this job  Why they left their previous job  If all the time frames on the resume are covered

Initial Screening Screen for the following:  Company fit?  Problem solvers, entrepreneurs, etc.  Team fit?  Right qualities, personality  Role fit?  Technical & leadership qualifications  Use the Internet (MySpace, Facebook), but remember you were once young too Screen for the following:  Company fit?  Problem solvers, entrepreneurs, etc.  Team fit?  Right qualities, personality  Role fit?  Technical & leadership qualifications  Use the Internet (MySpace, Facebook), but remember you were once young too

Before the Interview Consider having candidates complete an IQ test and behavior assessment, such as DISC, prior to inviting them to an on-site interview

INTERVIEWING THE CANDIDATES

Interviewing the Candidates  Plan for the interview  Set the agenda  Use of a Patterned Interview Guide  Listen 75%—Talk 25%  The interview close

The Interview  Ask all the candidates the same questions  Ensure the questions are open ended (i.e., do not require yes/no responses)  Interview on an equal basis  Record your feeling as to how well they meet the needed characteristics

Document the Interview  Decide on the weight of each of the categories  Record each candidates score and notes on each candidate  Tabulate all candidates

Interview Questions  What will your past employer tell us in the area where you could use improvement?  What has been the most difficult obstacle you overcame?  Tell me about a time when you identified a problem and came up with a solution?  What were the results?  What skills did this require you to use?  What will your past employer tell us in the area where you could use improvement?  What has been the most difficult obstacle you overcame?  Tell me about a time when you identified a problem and came up with a solution?  What were the results?  What skills did this require you to use?

Interview Questions  If their resume states they achieved various increases or goals, ask how they did it.  How do people perceive you?  What do you believe are your weak areas?  If their resume states they achieved various increases or goals, ask how they did it.  How do people perceive you?  What do you believe are your weak areas?

Warning Sign Be particularly concerned if someone is taking a lower position. This may very well be their desire, but they may also be using you while they continue to look for another job. Probing questions are needed in this area.

ASSESSING THE CANDIDATE

Assessing the Candidate Value of testing  Skills testing  Profile testing  Fit into company culture?  Potential for further growth?

Group Interview/Lunch  Suggest a group lunch with the department so peers can get a better feel for the “fit” with the team.  Have others interview the candidate.

Checking References Do ask about:  Ability to meet job requirements  Ability to work certain hours  Work ethic/habits

Sample Questions to Ask References  Did this employee have a problem with absenteeism?  Did the employee give you two weeks notice?  On a scale of 1-10, how would you rate the employee on [insert skill here]?  Would you rehire this employee if they wanted to come back?

Sample Questions to Ask References  What dates was this person employed with your company?  What was your reporting relationship with the employee?  What was the employee’s scope of responsibility?  Did the employee ask for more responsibility or do exactly as they were told?

Screening the Candidates  Background Investigation checks  Check for what you can legally ask  DMV, credit reports, criminal record, workers comp records  Consider drug testing  Background Investigation checks  Check for what you can legally ask  DMV, credit reports, criminal record, workers comp records  Consider drug testing

The key to successful individual excellence lies in the combination of a person’s behaviors, values and personal skills. Behavior How Personal Skills What Values Why Individual Excellence (WILL) The Complete Picture

Final Selection Final Interview and Job Offer  Details and specifics  Employee policy manual  Compensation policy  Verbal Close  Follow up in writing

Let’s Hear About Your Hiring Challenges