Four Elements of Successful HiringFour 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 HiringFour 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 DescriptionsSeven 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 arethey used?

RecruitingRecruiting

InterviewingInterviewing

TrainingTraining

Performance ReviewPerformance Review

Recruiting Knowledge of the position to be

filled and the ability to communicate it.

Where are the candidates?

Recruiting

PrintMediaPrint

MediaInternetInternet

NetworkingNetworking Recruiters Recruiters

Your OwnWeb SiteYour OwnWeb Site

EmployeeReferralEmployeeReferral

SocialNetworks

SocialNetworks

CompanyAlumni

CompanyAlumni

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 NetCast 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 24/7Your 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 see2= Strong interest 3= I have a gut feeling4= 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 ScreeningInitial ScreeningScreen 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 QuestionsInterview 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 QuestionsInterview 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 THECANDIDATE

Assessing the Candidate

Value of testing

Skills testing

Profile testing Fit into company culture? Potential for further growth?

Group Interview/LunchSuggest 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 CandidatesScreening 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 SkillsWhat

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