Getting The Hiring Process Right Presentation 2009

Getting the Hiring Getting the Hiring

Process RightProcess Right

Greg Longstaff

Do you know Einstein’s definition of insanity?

Albert Einstein said:

“The definition of insanity is doing the same thing over and

over again and expecting a different result.”

Getting the WRONG sale staff can cost

you a lot of money …

So, why settle for less?

A businessman I know adopted a rule that says …

If you don’t let them in, then you don’t have to throw them out!

Reasons Why the Average Salesperson Doesn’t Get Business

• We’re too expensive.

• Our discounts weren’t enough.

• It wasn’t the right time, they said come back in ‘X’weeks/months/next year. (….or how about never)!

• They don’t have the budget.

• We just missed out to another company.

• They already have a relationship with another company.

• Ra Ra Ra Ra Ra

Guess What?

Almost all of theseare an excuse!

Seven Steps to Sales Recruitment, So You Don’t Recruit a Sales Dog!

Step 1 – Do You Need Industry Experience?

• Of course your industry is different. However sales are based on human psychology and relationships.

• They don’t need to have worked in your industry at all.

Getting a great salesperson means you seriously need to consider whether you’re

willing to train them!

• If you are not prepared to train them, then you’ll properly be prepared to accept (and expect) second best ...

• …….because truly good sales people expect you to invest in training them properly.

Step 2 – Advertise the Right Way

• Too many sales recruitment adverts are all about the job. Very little about the sort of person they want to recruit.

AREALLYgood

salesperson

Step 2 – Advertise the Right Way Cont’d

Your advert needs to go into the best media to capture the type of sales

people you want.

www.ema.co.nz/the_new_way_to_recruit_staff.htm

• An initial $200 credit to get you started.

• For $249 +GST you can advertise on Seek, Trade ME & NZ Herald jobs online

Step 3 – Get their Sales Spiel

• Make sure the advert encourages them to phone so you can talk to them before revealing further details about the sales job.

Step 4 – Conduct a Psychological-based Interview

Step 5 – Perform a Sales Profile Test

Step 6 – Decide Fast Slowly

• If you’re sure they’re the right fit, make an offer of employment subject to reference checks.

Step 7 – Hire Slow, Fire Fast

• Have regular reviews to monitor their performance.

• Remember if they don’t show signs of making it within their first 90 days, you can use the probation law to move them on.

• Don’t hold on to bad sales staff!

Once they are in place, make sure they understand …

• Your industry.

• What you are selling.

• Your key competitors.

• Your current customers.

• The marketing area.

If they don’t start bringing in sales, ask yourself the reasons why?

Remember keep training and developing them

• …..but what if I train them … and they LEAVE?

• ….. Well what if you DON’T train them … and they STAY!!

Now, let’s look at one of the best ways we can

assist you with recruiting great sales staff …

Personality Profile Assessments


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Welcome to an Intro to the

McQuaig Word Survey

For The

Business Franchise Group


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The McQuaig System


Recruitment and selection


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Why test ?


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Why test at all …… Why take the time to do so ?

Understand the candidate, by peeling back the top layers, and digging deeper, and limiting the “halo” effect during interviews.

Look at the “team” fit - its like buying a house, seeing whether the furniture will fit ok.

Helps identify reference and interview questions.

Helps create benchmarks and role models for future recruitment.

Making a placement error is VERY costly and employee’s hard to remove once in a business.

It’s a powerful tool with uses beyond merely recruitment, such as staff development

Turnover costs


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•advertising costs/recruitment agency fees

•candidate screening & interview costs

•testing materials

•reference checking

•training costs

•new employee productivity – learning curve costs

•employee benefit costs

The additional benefits


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•improved efficiency

•higher morale

•better communication

•stronger teams

•increased quality

•less downtime

•lower costs

The Steps to Success


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• define the position

• assess the individual

• manage the person

• develop their strengths

A Three Step process


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The

McQuaig

SystemDEFINE

ASSESS

RETAIN

THE INSIGHT TO ASSESS AND MANAGE PEOPLE


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Defining the job

Defining


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Is an objective measure of theOwner’s view of the

temperamentrequired to perform a particular

Job

The McQuaig Job Survey®


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Assessing the candidate

Assessing

3 best ways to improve predictability


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•skills & abilities testing

•behavioural questioning

•personality profiling

Three levels of appraisal


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•Appears To

•Can Do

•Will Do


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ON PERFORMANCE IN THE JOB


Level 1

Appears To

Level 2 Level 3

• Appearance, poise &

dress

• Manners &

expressiveness

• Interests & goals

(Halo effect sometimes)(Halo effect sometimes)(Halo effect sometimes)

MINIMAL

IMPACT


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Level 1

Appears ToLevel 2

Can Do

Level 3

• Appearance, poise &

dress

• Manners &

expressiveness

• Interests & goals

MINIMAL

IMPACT

•Knowledge &

skills

•Training &

education

•Experience

GREATER

IMPACT


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Level 1

Appears ToLevel 2

Can Do

Level 3

Will Do

• Appearance, Poise &

Dress

• Manners &

Expressiveness

• Interests & Goals

MINIMAL

IMPACT

•Knowledge &

Skills

•Training &

Education

•Experience

GREATER

IMPACT

•Attitudes & beliefs

•Internal motivation•Stability & persistence•Maturity•Intelligence•Aptitudes

•TEMPERAMENT

GREATEST

IMPACT


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• The more recent the behaviour, the more

predictive it is of future performance.

However,

• the more long-standing the behaviour, the more deeply rooted it is.

Principals for exploring past actions

Temperament


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The way we go about theexecution of a task, project, orin fact our whole life, if we are

left to our own devices.

It fashions the way we apply ourvalues, attitudes and beliefs,

but does not alter them significantly


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What do the factors measure?

Graph Abbreviation Legend

Above the 42 line

Do = Dominant

So = Sociable

Re = Relaxed

Co = Compliant

Below the 42 line

Ac = Accepting

An = Analytical

Dr = Driving

In = Independent 0

10

20

30

40

50

60

70

80

90Do So Re Co Do So Re Co

Situational Real

42

Ac An Dr In Ac An Dr In

Filter out the time wasters


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There are plenty of ‘square pegs’ in the marketplace looking for ‘round hole’ jobs.

Their chance of success in those positions is far lower than a candidate who fits.

Learn how to screen out

high risk candidates

Pick a winner!


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There are lots of high potential staff out there waiting for an opportunity.

Giving the right people a chance can be exceptionally profitable.

Learn how to identify

potential stars

Summary

www.personalityprofileassessments.co.nz

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1) Do You Need Industry Experience?

2) Advertise the Right Way

3) Get their Sales Spiel

4) Conduct a Psychological-Interview (McQuaig)

5) Perform a Sales Profile Test (McQuaig)

6) Decide Fast Slowly

7) Hire Slow, Fire Fast

Thank you.

Getting The Hiring Process Right Presentation 2009

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Transcript of Getting The Hiring Process Right Presentation 2009