Transcript
A Strategic Approach to Hiring
www.TheEG.com
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theEXECUTIVEEXECUTIVE
A Strategic Approach to Hiring Components of a strong hiring process The job description Personality; the biggest predictor of performance Sourcing candidates The Resume – what is does and does not tell you The Phone Screen – Why it’s a1st touch interview Face-to-Face – 2nd touch interview Utilizing assessments Calculating turnover costs and staying legal
Hiring Myth #1
“I know a good one when I see one.”
or“I’m a pretty good
judge of character.”
Hiring Myth #2
Upon promotion into management
one becomes mystically endowed
with the traits necessary to hire and create a team that gets the job
done.
Hiring Facts FACT – One of the biggest challenges
facing your business today is how to attract, hire, and retain the right people.
FACT – It is impossible to manage effectively without hiring effectively.
Top 10 Reasons Managers Hire
10. They dressed well for the interview. 9. They were personable and articulate. 8. They seemed to have a good sense of humor. 7. They had researched the company a great deal. 6. They answered all the questions correctly. 5. They had a degree. 4. They seemed nice enough. 3. They reminded me of myself. 2. They were a friend of the family. 1. They were family.
Reality of Hiring We’re under pressure to fill a position Don’t interview enough to be competent Don’t interview enough to be comfortable Inadequate questioning techniques Poor analysis of job function Poor analysis of skills and behaviors
Reality of Hiring No job descriptions First impressions, previous knowledge Poor utilization of 2nd opinions Expectations over or inappropriately sold References not properly validated
8 Components of a Strong Hiring Program Culture committed to the process Up-to-date “Job Descriptions” Defined behaviors for each role Defined competencies for each role Effective screening program Strong interviewing process Valid assessment process Effective reference checking process
Hiring CultureWe must always be in a hiring mode and on the lookout for good people that can fit into the organization at any time because:
Must be driven from the top You always want to increase the caliber of the
people in your organization Someone thinks the grass is greener elsewhere Someone gave you a reason to fire them Business is so good you need to increase staff The need for good people is never-ending
Balanced Scorecard Approach
Background / Work History Skills and Abilities Education and Training Competency Evaluation Resume and Interview Reference Check Assessments
Job Description and Job Analysis
Elements of a Job Description1. Is your legal cornerstone for all your hiring needs.2. Establishes hiring objectives and standards.3. Helps screen out the less qualified. 4. Communicates to the candidate their responsibilities.5. Provides the basics to evaluate hiring and firing needs. 6. Provides the basis for pay increases and promotions.7. Establishes the qualifications required for success. 8. Avoids confusion by establishing jurisdictional lines.9. Is a tool for human resource planning.
Developing a Job Analysis1. Ask how does this position contribute to the
goals of the company?2. Familiarize yourself with the environment.3. Get involved with the tasks, duties and
responsibilities expected.4. Establish the goals and objectives you are
trying to accomplish. 5. Utilize the PAQ.
Sourcing Strategyand Writing the Ad
Where to Look What is your recruiting area?
Standard metropolitan area Regional National International
Don’t limit your recruiting area to a “reasonable commuting distance”
Sourcing Strategy Internal Posting Employee Referrals Internet / Monster.com Minority Organizations Colleges & Universities Newspapers Employment Agencies Technical Schools
Job Fairs Walk-ins Competitors Networking Personal Contacts Industry Trade Journals Outplacement Firms Search Firms
Ad ConstructionSYSTEMS TECHNICIANXYZ Security, has a position available fora qualified, customer-oriented systems technician
toinspect, install and service fire alarm, access control, CCTV and security systems.
Experience preferred but not required, technical background and good communication skills.
Health insurance, 401K and bonus plan. Drug screen and background checks required.
Please send resume to: XYZ Security1111 Rolling Road
Evansville, IN 47711 prz@company.com
Fax: 812-423-2116 No phone calls please EOE
(75 words)
SYSTEMS TECHNICIANXYZ Security, one of the nation’s largest fire prevention & security companies hasa position available in our Evansville branch for aqualified, customer-oriented systems technicianto inspect, install and service fire alarm, accesscontrol, CCTV and security systems.
Experience preferred but not required. Must have a valid drivers license, have a technical background and good communication skills.
We offer competitive wages, health insurance, 401K and bonus plan. Drug screen and completebackground checks are required.
This is a non-smoking facility. Please send resume to:
BRANCH MANAGER XYZ Fire & Security1111 Rolling Road
Evansville, IN 47711 prz@company.com
Fax: 812-423-2116No phone calls please EOE (111 words)
An in-depth look at Personality
Understanding the basic tendencies of personality
and how they manifest themselves in a job setting
is as important as understanding the job itself.
Personality is the biggest predictor of performance!
Why Personality It is the single biggest predictor of performance One of the leading contributors to success You cannot change a person’s personality Personality drives competency
Why we Hire vs. Why we Fire
We HIRE for… Experience Education Skill level Personal chemistry
We FIRE for… Attitude Behavior Interpersonal skills Performance Personality
16 Personality Factors
A Warmth L Vigilance
B Reasoning M Abstractedness
C Emotional Stability N Privateness
E Dominance O Apprehension
F Liveliness Q1 Openness to Change
G Rule-Consciousness Q2 Self-Reliance
H Social Boldness Q3 Perfectionism
I Sensitivity Q4 Tension
Bipolar ScalesFactor
ABCEFGHILMNO
Q1Q2Q3Q4
Left Meaning (-)Reserved, Impersonal, Distant ConcreteReactive, Emotionally ChangeableCooperative, Avoids ConflictSerious, Restrained, CarefulExpedient, NonconformingShy, Threat-Sensitive, Timid Utilitarian, Objective, Unsentimental Trusting, Unsuspecting, Accepting Grounded, Practical, Solution-OrientedForthright, Genuine, Artless Self-Assured, Unworried, Complacent Traditional, Attached to Familiar Group-Oriented, AffiliativeTolerates Disorder, FlexibleRelaxed, Placid, Patient
Right Meaning (+)Warm, Outgoing, Attentive to OthersAbstractEmotionally Stable, Adaptive, MatureDominant, Forceful, AssertiveLively, Animated, Spontaneous Rule-Conscious, DutifulSocially Bold, VenturesomeSensitive, Aesthetic, SentimentalVigilant, Suspicious, Skeptical, WaryAbstracted, Imaginative, Idea-OrientedPrivate, Discreet, Non-DisclosingApprehensive, Self-Doubting, WorriedOpen to Change, Experimenting Self-Reliant, Solitary, IndividualisticPerfectionistic, Self-DisciplinedTense, High Energy, Impatient, Driven
Performance FactorsFactor Scale Left Meaning (-) Right Meaning (+)
Self-ControlUnrestrained, Follows Urges
Self-Controlled, Inhibits Urges
Workplace Coping Skills
Low Resilience, Perturbed
High Resilience, Un-perturbed
InterpersonalSkills
Introverted, Socially Inhibited
Extraverted, Socially Participating
IndependenceAccommodating
Accommodating, Agreeable, Selfless
Independent, Persuasive, Willful
Personality and Job Fit
Matching the right people with the right jobs is critical to driving your business initiatives and future growth
Personality and Job FitTraits of a Service Technician
A+ FriendlyM- PracticalB+ ReasoningF- SeriousI- Tough MindedQ3+ OrganizedG+ Rule Conscientious
Personality and Job FitTraits of a Clerical Assistant
Q3+ Organized and Detail OrientedB+ Problem-SolverQ2- Team playerE- CooperativeG+ Conscientious A+ Friendly
Personality and Job FitTraits of a Process Engineer
M- PracticalB+ ReasoningF- SeriousI- Tough MindedQ3+ OrganizedG+ Rule Conscientious
Personality and Job FitTraits of a Design Engineer
M+ PracticalB+ ReasoningF+ SeriousQ1+ Open to ChangeQ3+ OrganizedG- Rule Conscientious
Personality and Job FitCore Traits of a Salesperson
A+ Warmth B+ Reasoning C+ Emotional Balance E+ Competitiveness / Drive F+ Spontaneity G+ Conscientiousness H+ Social Boldness O- Self Confidence
Validation Studies Financial Services Department Shop floor supervisors Shop floor workers Service Technicians Sales Personnel
The Resume
The Resume
1st Interview-Telephone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and Legal Issues
Create job specs and a list of key factors the applicant must have & check these against the resume.
Has the applicant’s experience or training been acquired in a comparable setting to your organization?
Does the applicant have the width and depth of experience you seek?
Does the resume indicate accomplishments and results or just duties?
What Are You Looking For?
The Resume A self-proclaimed, un-audited balance sheet without
the liabilities. 25% of resumes likely contain inaccuracies or perhaps embellishments. Candidates may not be experts at presenting
themselves on paper…does it make them more or less qualified?
Be careful of resumes written by head hunters, they are rarely audited and are written to “sell” the candidate.
Sorting Resumes Read with pen and highlighter Check for gaps, missing dates Is more space given to previous jobs? Is there an over-emphasis on education and
non-job factors? Review only 5-6 resumes at one sitting Do not make interview notes on the
application or resume, use a separate sheet of paper
Gaps in the Resume
Never take things for granted!
Consider Before Rejecting
Does the resume show a lack of qualifications, information or accomplishments?
Would a phone call obtain the missing information?
Is the desire to reject based on a poorly written or presented resume?
Phone Screen
Resume1st Interview-Phone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and Legal Issues
Benefits of the Phone Screen See how the individual handles themselves
when caught off guard Evaluate their phone presence Pre-qualify the candidate Allows the candidate to weed themselves out Builds rapport to put the applicant at ease Cost and time effective
Elements of the Phone Screen
No more than 5/6 questions Do not interview off the resume No more than 20 / 30 minutes Sets the stage for validation Mutual agreement to move to next step Qualifies how serious they are Prepares them for what to expect
Sample Phone Questions Why did you respond to our ad? What do you know about our organization? How would you describe the depth of your experience? Why are you looking to leave your current employer? What are your earning objectives? How does that
compare to your current compensation package? What kind of training have you had? What have you
done at a personal level to improve yourself and your skills?
Face-to-Face Interview
The Resume
1st Interview-Phone Screen
2nd Interview Face-to Face
Assessment and Analysis
Turnover Costs and Legal Issues
Face-to-Face InterviewPoints to Remember:Fact # 1 Some candidates are more prepared for the interview than interviewers are prepared to conduct the interview.Fact # 2 Candidates presented through a head hunter have probably been coached.Fact # 3 Shy people do not interview well because they are uncomfortable talking about themselves.
9 Steps to Planning Interviews1. Review the job requirements & criteria2. Review the application and/or resume3. Determine areas of concern4. Prepare and write or review desired questions5. Prepare candidate selection folder6. Determine desired objectives7. Prepare interview location8. Inform all necessary personnel of the interview9. Allow enough time to conduct a thorough interview
Selection Criteria1. Experience
A. Relative experienceB. Quality of experienceC. Progressive growth
2. EducationA .Education related to job content.B. Technical skills.C. General knowledge.
3. Skills and Aptitudes A. Thought patternsB. Analytical ability.
4. Qualities and traitsA. Goals and ability to follow through.B. Professional commitment.C. Real versus ideal expectations.D. Strengths and weaknesses.E. Ability to get along with others.
5. OtherA. Agreement with organization's mission and goals.B. Acceptance of policy and procedure.C. Understanding the job role and functions.D. Realistic career goals versus job opportunities.
PerformancePast performance is usually a good predictorof future performance. There are exceptionsto the rule one must be aware of. . .
Competencies Competencies are the critical path to
performance You can teach competencies but personality still
exists Know what competencies are necessary for
success as well as personality traits Identify what the candidate has to have versus
nice to have
Asking Questions Prepare and write or review desired
questions Create specific questions for each job
dimension Open Probe vs. Closed Probe
Tell me about a time when… Describe events that…
Employment History Evaluation
Name of company Dates of employment Type of business Title and position Begin / End wages Expectations
Responsibilities Accomplishments Mistakes Most enjoyable Least enjoyable Reason for leaving
The Supervisor Interview Tell about your last (current) supervisor, what was your
relationship? What is their name and title. Do they know your looking? Where are they now and will you provide permission to
contact? How would you describe their strengths? How would you describe their weaknesses? Describe your performance appraisals. If I were to call your supervisor what would he tell me about
your strengths and weaknesses?
Work Habits1. Describe your work habits.2. Describe a typical week Monday through Sunday.3. Hours worked per week during last year.4. Describe pace at which you work.5. What gets you down?6. What motivates you?7. How well organized are you?8. Describe your decision making style?9. How effective are you in team situations?10. Describe the last time you lost your cool?
Behavioral Interview Purpose: Uncover how the candidate has
demonstrated a particular skill, ability, trait, or quality in the past
Use information from the job analysis process to outline specific behavioral dimensions needed by successful employees
Create specific questions for each job dimension in advance
Train/Learn the aspects of behavioral examples
The STAR Approach
Uncovering Proof of Performance
Situation
Task
Action
Result
Principles of STAR Asking questions probes the depth of experience to
gain an understanding of the person’s true level of ability.
Layering questions prevents surface interviewing, which usually happens as a result of being uncomfortable, unfamiliar, or unprepared with the interviewing process.
Helps stay away from feelings and emotions
Utilizing Assessments
The Resume
1st Interview-Phone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and Legal Issues
How it Helps the Interviewer Understand behavior and competencies in
relationship to productivity and performance Map out a step by step process that creates a greater
degree of concrete information Make sound hiring decisions based on past
performance and future potential Eliminate decisions based on feelings or emotions
Benefits of Assessments Identifies potential areas of concern Confirms thoughts and feelings Helps get a clearer picture of the person Identifies potential training needs Confirms core behaviors Helps quantify the validation process A Management TOOL, not the only basis for
hiring
Assessment Concerns1. Some tests may actually scare away good candidates.2. Cutoff scores may be too high thus eliminating potential
candidates. 3. Tests may not be linked to real job success measures.4. Tests reviewed by untrained, inexperienced people who
may not fully understand test implications and meanings. 5. Legal implications of testing particularly as they relate to
EEOC and discrimination.6. Uncertainty about how to select the best tests. 7. Relying too heavily on tests and not on the selection
criteria.
DISC – D(7) = 16PF E(9) and IM(8)
E+ L+ = Anger and aggression
E+ L+ F- = Can’t find any humor or levity to offset her anger
E+ IQ+ = Tends to talk down to others
ER+ C- L- = Can’t control her anger when she is upset
Melissa SampleManager CS/Estimating/
Michela SampleManager
William Sample
DISC - C(6) = 16PF - Q3(8) and SC(8)
E+ B- IQ- = Has problems making shifts in his thinking
E+ O- = Does not see that he doesn’t get it.
Q3+ O- = Thinks the decisions he makes are correct
David SampleQuality Control Manager
Bryan SampleQuality Manager
Pilar SampleVP South American Operations
Q1/10 = Driver of change
A8 Q2/2 I8 = Kind and sensitive needs to be liked
Q1/10 I8 L6 = Becomes overly critical under pressure
EX7 = Does not manage stress
ER 7 O8 Q1/10 = Under stress begins to micromanage and becomes overly critical moves away from coaching as she worries about results and pressure.
Alan SampleVP of HR and Legal
B7 IQ 118 TMA 80% = Excellent analytical skillsA7 Q2/6 I5 = Good people skills, intuitive but could make stand alone decisionsQ1/9 = High Intellect loved to learn and challenge new ways of thinking (would get impatient)E7 G6 Q3/8 = Sometimes would over control and take on too much and not delegate.
George SampleVP Operations
Turnover Costs and Legal Issues
The Resume
1st Interview-Phone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and Legal Issues
Calculating Turnover Costs Progressive discipline Lost productivity Severance pay Unemployment taxes Help wanted ad Search process or firm
Screening Interviewing Documentation Orientation Learning curve Training
AMA estimates these cost to be 2 or 3 times annual salary of position you are
filling.
Calculating Turnover Costs What are your known costs? What are your HIDDEN costs? The American Management Association
estimates the HIDDEN costs of turnover to be 2 to 3 times the annual salary of the position you are trying to fill.
Questions and the Law Relevance to the job? Job-related? Required for business? Required for legal reasons?
If not careful, you and your company could be liable if you do not follow proper protocol!
Keeping you legal1 .In this job you will handle large sums of money. Have you ever been
arrested?2. There will be a number of weekend conferences you and your manager
will need to attend. Does this overnight weekend travel present a problem?
3. From your resume I noticed you are actively involved in your church. Would it be a problem for you to work on Sundays?
4. Would your husband be willing to locate with you?5. This job requires fluency in Spanish. Are you fluent?6. We need a two year commitment when hiring for this position. Are you
planning to take any maternity leave over the next two years?7. Are you legally entitled to work in this country?8. This job requires you to move 45 pound boxes from one area to another.
Are you able to perform that task? 9. What kind of reasonable accommodations would you need to perform
this function?10. How many days were you sick last year?
A Strategic Approach to Hiring
www.TheEG.com
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