Source And Hire The Right Way

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Information about Source And Hire The Right Way

Published on April 21, 2008

Author: darinphillips

Source: slideshare.net

Description

There is a best way to source, attract, and select new employees. This presentation provides tips, tricks, and techniques based on the roles of both the hiring manager and the company recruiter (or HR person).

Source and Hire The Right Way Darin Phillips

Why You Must Get It Right The Cost It can take 6 months to get a new employee up to speed Research indicates that bad hires cost the company 160% of their annual salary http://www.DarinPhillips.com

The Cost

It can take 6 months to get a new employee up to speed

Research indicates that bad hires cost the company 160% of their annual salary

Why You Must Get It Right The Challenge Top performers have lots of options There are very few really great employees Top performers are not looking for a new job (unless they are starting their own company) Top performers want to be with winning companies and surrounded by other top performers and supported by great leaders Resume writers write great fiction Interviews are a superficial and biased selection tool Candidates only let you see what they want you to see Performance is one organization does not often translate to another We focus on fit for the job instead of fit for the culture http://www.DarinPhillips.com

The Challenge

Top performers have lots of options

There are very few really great employees

Top performers are not looking for a new job (unless they are starting their own company)

Top performers want to be with winning companies and surrounded by other top performers and supported by great leaders

Resume writers write great fiction

Interviews are a superficial and biased selection tool

Candidates only let you see what they want you to see

Performance is one organization does not often translate to another

We focus on fit for the job instead of fit for the culture

Prepare Know what you need in the role Today Tomorrow Complete a job analysis Objectives for the position Activities required to accomplish each objective Competencies needed to effectively execute each activity Segregate the competencies Train and develop pile (knowledge and skills) Price of admission pile (personality and aptitude) http://www.DarinPhillips.com

Know what you need in the role

Today

Tomorrow

Complete a job analysis

Objectives for the position

Activities required to accomplish each objective

Competencies needed to effectively execute each activity

Segregate the competencies

Train and develop pile (knowledge and skills)

Price of admission pile (personality and aptitude)

Strategize Sourcing strategy Who in your organization already looks like the price of admission? What are their interests? Where do they hang out? Attracting strategy What motivates the price of admission people? Why did the ones you have chose your company? Selecting strategy How can you measure the price of admission competencies? How do you ensure that the process does not discriminate? http://www.DarinPhillips.com

Sourcing strategy

Who in your organization already looks like the price of admission?

What are their interests? Where do they hang out?

Attracting strategy

What motivates the price of admission people?

Why did the ones you have chose your company?

Selecting strategy

How can you measure the price of admission competencies?

How do you ensure that the process does not discriminate?

Plan Sourcing plan Incentive employees – birds of a feather flock together Have hiring managers build the plan Attraction plan Build a marketing campaign (employer brand) Build an advertising campaign (engaging opportunity) Selection plan Steps in the process Tools for each step Roles, resources, and timeline http://www.DarinPhillips.com

Sourcing plan

Incentive employees – birds of a feather flock together

Have hiring managers build the plan

Attraction plan

Build a marketing campaign (employer brand)

Build an advertising campaign (engaging opportunity)

Selection plan

Steps in the process

Tools for each step

Roles, resources, and timeline

Sourcing Manager’s role Reach out to trade groups Talk to professional network Post in online discussion groups Talk to vendors Connect with authors in trade journals and conference speakers Recruiter’s role Fund postings on local and/or national association websites Attend trade shows, if requested by the manager Attend job fairs, if requested by the manager Identify competitors that are downsizing and headhunt Search LinkedIn and FaceBook http://www.DarinPhillips.com

Manager’s role

Reach out to trade groups

Talk to professional network

Post in online discussion groups

Talk to vendors

Connect with authors in trade journals and conference speakers

Recruiter’s role

Fund postings on local and/or national association websites

Attend trade shows, if requested by the manager

Attend job fairs, if requested by the manager

Identify competitors that are downsizing and headhunt

Search LinkedIn and FaceBook

Attracting Manager’s role Honest portrayal of the position (SWOT analysis) Identify challenges that would be interesting to candidates Help recruiter craft an elevator speech on the opportunity Recruiter’s role Define company’s ‘employer brand’ (employer of choice?) Ensure consistency of brand with all online touchpoints Company website How company is portrayed by customers and vendors online Google the company, department, job title, and manager’s names Turn the manager’s points into an advertising campaign Train the manager on all legal implications http://www.DarinPhillips.com

Manager’s role

Honest portrayal of the position (SWOT analysis)

Identify challenges that would be interesting to candidates

Help recruiter craft an elevator speech on the opportunity

Recruiter’s role

Define company’s ‘employer brand’ (employer of choice?)

Ensure consistency of brand with all online touchpoints

Company website

How company is portrayed by customers and vendors online

Google the company, department, job title, and manager’s names

Turn the manager’s points into an advertising campaign

Train the manager on all legal implications

Selecting – Parse Resumes Manager’s role Provide recruiter with minimum standards that will be used to parse resumes Help recruiter prioritize the resumes Recruiter’s role Set up filters based on manager’s minimum requirements (this is most efficiently done by having questions answered when resumes are submitted) Help manager score each resume so that they are prioritized Google each person to identify discrepancies, errors, or omissions Identify grammatical and spelling errors http://www.DarinPhillips.com

Manager’s role

Provide recruiter with minimum standards that will be used to parse resumes

Help recruiter prioritize the resumes

Recruiter’s role

Set up filters based on manager’s minimum requirements (this is most efficiently done by having questions answered when resumes are submitted)

Help manager score each resume so that they are prioritized

Google each person to identify discrepancies, errors, or omissions

Identify grammatical and spelling errors

Selecting – Initial Phone Call Manager’s role Identify additional questions that you want to ask each person based on what the resume says Prioritize and eliminate candidates based on recruiter findings Recruiter’s role Make the first call to each candidate Ask the questions requested by the manager Identify expectations (realistic pay requirements?) Confirm level of interest (what do they know about your company?) Assess phone voice Take notes (look for consistency later in the process) Keep the candidates excited and outline future steps http://www.DarinPhillips.com

Manager’s role

Identify additional questions that you want to ask each person based on what the resume says

Prioritize and eliminate candidates based on recruiter findings

Recruiter’s role

Make the first call to each candidate

Ask the questions requested by the manager

Identify expectations (realistic pay requirements?)

Confirm level of interest (what do they know about your company?)

Assess phone voice

Take notes (look for consistency later in the process)

Keep the candidates excited and outline future steps

Selecting – Aptitude Assessment Manager’s role Honestly put all performers on a bell curve for the recruiter Only approve the assessment once you are comfortable with it (select the final vendor) Recruiter’s role Identify all aptitudes required for the position, if any (skip this step if there are no clear aptitudes required) Source vendors with reliable and valid tools that have not lost a court challenge Manage an internal validation of the top three assessments (did the assessment accurately differentiate the best from the rest?) Consult with the manager on the selection of the final vendor Negotiate the vendor’s rates and pay for it http://www.DarinPhillips.com

Manager’s role

Honestly put all performers on a bell curve for the recruiter

Only approve the assessment once you are comfortable with it (select the final vendor)

Recruiter’s role

Identify all aptitudes required for the position, if any (skip this step if there are no clear aptitudes required)

Source vendors with reliable and valid tools that have not lost a court challenge

Manage an internal validation of the top three assessments (did the assessment accurately differentiate the best from the rest?)

Consult with the manager on the selection of the final vendor

Negotiate the vendor’s rates and pay for it

Selecting – Behavioral Interview Manager’s role Ask every candidate the same questions Document each candidate’s responses for the reference check Score every candidate consistently Prioritize and eliminate candidates based on scores and reference Recruiter’s role Build behavioral interview guide using price of admission competencies Train manager on legal interview process and questions Practice interview with the manager to ensure accurate scoring Send candidates an invitation with directions to the office Meet each candidate and calm them down via small talk, tour Call each candidate’s last 2-3 bosses to confirm behavioral interview answers and for references

Manager’s role

Ask every candidate the same questions

Document each candidate’s responses for the reference check

Score every candidate consistently

Prioritize and eliminate candidates based on scores and reference

Recruiter’s role

Build behavioral interview guide using price of admission competencies

Train manager on legal interview process and questions

Practice interview with the manager to ensure accurate scoring

Send candidates an invitation with directions to the office

Meet each candidate and calm them down via small talk, tour

Call each candidate’s last 2-3 bosses to confirm behavioral interview answers and for references

Selecting – Behavioral Interview Questions the manager must answer Why does the candidate want to pursue this career? (motives) Is the candidate a fit for the job? (behaviors, knowledge, skill) Can the candidate be successful? (aptitude) Is the candidate a fit for my company and team? (personality) Behavioral Interview Process “ Tell me about the last time that…” (what you did, not what you would do!) Tell each candidate exactly how you want them to answer Situation – what was the situation you were in? Thinking – what were you thinking during this situation? Action – what did you do and why? Results – what was the final outcome of this situation? http://www.DarinPhillips.com

Questions the manager must answer

Why does the candidate want to pursue this career? (motives)

Is the candidate a fit for the job? (behaviors, knowledge, skill)

Can the candidate be successful? (aptitude)

Is the candidate a fit for my company and team? (personality)

Behavioral Interview Process

“ Tell me about the last time that…” (what you did, not what you would do!)

Tell each candidate exactly how you want them to answer

Situation – what was the situation you were in?

Thinking – what were you thinking during this situation?

Action – what did you do and why?

Results – what was the final outcome of this situation?

Selecting – Simulation Manager’s role Assign a single peer to the new hire to manage every simulation Partner with the recruiter to build a real-world simulation Partner with the recruiter to build a score sheet Prioritize and eliminate candidates based on scores Recruiter’s role Ensure that the simulation creates situations that allow for scoring Ensure that the simulation score sheet accurately, legally, and fairly assesses the desired price of admission competencies Train the assigned peer on the legal and effective use of simulations http://www.DarinPhillips.com

Manager’s role

Assign a single peer to the new hire to manage every simulation

Partner with the recruiter to build a real-world simulation

Partner with the recruiter to build a score sheet

Prioritize and eliminate candidates based on scores

Recruiter’s role

Ensure that the simulation creates situations that allow for scoring

Ensure that the simulation score sheet accurately, legally, and fairly assesses the desired price of admission competencies

Train the assigned peer on the legal and effective use of simulations

Selecting – Final Selection Manager’s role Give honest weight to each score throughout the process Use your gut to break ties (e.g. make sure the candidate was consistent in responses through every touchpoint) Define exactly what you are willing to offer (pay, vacation, etc.) Recruiter’s role Ensure that the manager’s decisions give fair weight to the scores Advise the manager on all legal implications Walk the manager through the offer process and potential challenges so that the manager has realistic expectations http://www.DarinPhillips.com

Manager’s role

Give honest weight to each score throughout the process

Use your gut to break ties (e.g. make sure the candidate was consistent in responses through every touchpoint)

Define exactly what you are willing to offer (pay, vacation, etc.)

Recruiter’s role

Ensure that the manager’s decisions give fair weight to the scores

Advise the manager on all legal implications

Walk the manager through the offer process and potential challenges so that the manager has realistic expectations

Selecting – Offer and Reject Manager’s role Stay out of the process (only one negotiator) Do NOT communicate with any candidates Recruiter’s role Negotiate with most desired candidate Start at a reasonable level, but not at the highest possible offer Do not go beyond terms agreed upon with the manager Put final agreement in writing Notify manager once final, signed agreement is returned Call all non-selected candidates Do NOT give a reason for not being selected other than not chosen Maintain positive relationship (potential future customer or employee) http://www.DarinPhillips.com

Manager’s role

Stay out of the process (only one negotiator)

Do NOT communicate with any candidates

Recruiter’s role

Negotiate with most desired candidate

Start at a reasonable level, but not at the highest possible offer

Do not go beyond terms agreed upon with the manager

Put final agreement in writing

Notify manager once final, signed agreement is returned

Call all non-selected candidates

Do NOT give a reason for not being selected other than not chosen

Maintain positive relationship (potential future customer or employee)

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