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Page 1: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 2: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 3: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 4: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 5: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

CHALLENGES

Page 6: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

CHALLENGESCHALLENGES

Page 7: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

CHALLENGESCHALLENGES

Page 8: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 9: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 10: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

SAID DISENCHANTMENTSTARTS TO SET IN BEFORE THEIR 9TH MONTH ON THE JOB

9 MONTHS

Page 11: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 12: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

61.04%DISAGREED

WHEN A HIRE DOESN’T WORK OUT, IT’S USUALLY BECAUSE THEIR SKILLS WERE INADEQUATE.

Page 13: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 14: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 15: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey
Page 16: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

45%

Page 17: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

1. Being unprepared

2. Judging on surface qualities such as appearance and mannerisms

3. The Halo Effect

4. Over-emphasizing the Can Do instead of the Will Do

5. Asking questions that focus on the future rather than on past performance

6. Not probing vigorously

7. Poor communications between interviewing managers

8. Answering questions for the candidate

9. Over-selling the position

10. Choosing the best of a bad lot.

TOP 10 INTERVIEWING MISTAKES

Page 18: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

IMPA

CT O

N P

ERFO

RMA

NCE

LEVEL 1 !

• Appearance

• Manner

• Expressiveness

• Interests

• Presence

LEVEL 2 !

• Knowledge

• Acquired Skills

• Training

• Experience

• Education

• Credentials

(APPEAR TO…) (CAN DO…) (WILL DO…)

THE 3 LEVELS OF ASSESSMENT

LEVELS OF DESCRIPTION

LEVEL 3 !

• Positive Attitude • Internal Motivation • Persistence and Determination • Mature Character • Aptitude and Intelligence • Temperament

LEVEL 3 (WILL DO…)

Page 19: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

INTERVIEW TRAINING STANDARD PROCESSES

CUSTOMIZED SCRIPTED QUESTIONS & PROBES

MAKING HIRING MANAGERS BETTER INTERVIEWERSMAKING HIRING MANAGERS BETTER INTERVIEWERS

Page 20: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

BEHAVIORAL INTERVIEW PROBING

SITUATION: What was the situation?

ACTION: What did you do?

RESULT: What was the outcome?

REPORTING: By the way, who were you reporting to at that time?

!

Page 21: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

ADDING OR UPGRADING RECRUITING SYSTEMS OR PROCESSESADDING OR UPGRADING RECRUITING SYSTEMS OR PROCESSES

40.33%Social media management

38.21%Onboarding program

34.91%Employment website

29.01%Behavioral assessments

26.65%Applicant tracking system

Page 22: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

THE ONBOARDINGIMPERATIVE

Page 23: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

ONBOARDINGWAS NO.2 GLOBALLY

BUT NO.1IN CANADAAND THE U.S.

Page 24: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

GETTING

HIRING MANAGER

ENGAGEMENT

GETTING

HIRING MANAGER

ENGAGEMENT

Page 25: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

MAKING ITEASIER• INTERVIEW TRAINING• 3-D JOB DESCRIPTION

• SCREENING INTERVIEWS• CUSTOMIZED ONBOARDING

Page 26: Hiring Manger SOS: Results from the 2014 McQuaig Global Talent Recruitment Survey

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THE MCQUAIG SYSTEM:A SIMPLE, ACCURATETALENT ASSESSMENT TOOL

Detailed, easy-to-read and actionable

!Unlimited support

!1-on-1 consulting

!Web-based, no installation

!Customized interview guides

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• Define Job Requirements • Assess Candidate Potential • Identify & Develop Leaders

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