Transcript Document

Finding
Right People-Right Job
Right Now
Recruiting & Interviewing
National Association of
Steel Pipe Distributors
Agenda
 Critical To Get It Right
 Goals And Tactics
 Define Job Profile & Winning Ads
 Prepare Behavioral Questions
 Best Practices
 Establish Metrics
 Summary and Close
“Good Is The Enemy Of
Great”
First Who….Then What. Expected New
Vision And Strategy. Found They First Got
The Right People On The Bus , The Wrong
People Off The Bus, The Right People In
the Right Seats-Then They Figured Out
Where To Drive It. People Are the Most
Important Assets, Turns out To Be Wrong.
People Are Not Most Important Assets.
The Right People Are!!!
Good to Great-by Jim Collins
YOUR GOALS
 Improve Service, Sales & Profitably
 Identify & Match Best Qualified Candidates
to Right Jobs
 Reference Checks
 Strategies For Positioning Job Offers
 Disciplined Selection To Yield Measured
Outcomes
 Get and Retain Best – “A” Players
Stop Problems At Door!
Talent Hunt For Most
Companies
 Viewed as Chore vs Challenge
 Minimal Preparation Little Training
 Interview Candidates Before Job
“Tell Me About Yourself” Various Ways!
 Fill Open Positions Quickly Vs Strategically
Increase Pool of Candidates
Clients/Customers & Friends Of Company
 Learning-Size-Diverse-Opportunity
 Marketing-PR-Sales
 Recruiting Task Force-Think Creatively
 Web & Leverage Internal Skills
Best Practices For Best Results
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Utilize Performance Criteria
Develop Staffing Plan & Costs
Behavioral Interviews
Train Managers
CEO’s & Hiring Manager’s Roles
On Daily Basis- Sell InternallyTalent Wins!
Behavioral
Interviewing

Another Tool In Your Kit
 Can’t Tell You If They Can Do Job,
How They Will Do Job.
Achieve Goals & Have Fun Picking
Great People!
Utilize Sixth Sense
Capability
Questions
Appointment
Dress
Courtesy
Renegotiate
Research
Achievement
Notice
References
Travel
Confidential
Bad Mouth
Decision
Right Person In The Right Job
Knowledge/Experience/Skills
Knowledge/Experience/Skills
Values
Values
Behaviors
Behaviors
Critical Connections
Relationships
Key Result
Areas
Expectations/
Results
Define Job Profile
JOB
Build Candidate Profile
FIT vs. GAP
Evaluate and Decide
PERSON
A Players
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Define Them
Find Them
Recruit Them
Challenge Them
Keep Them
Job Profile-The Bedrock
Paints Picture of the Ideal
Candidate Sets Standard for
All Hiring Decisions!
KRA’S Critical Connections Behaviors
Knowledge, Experience & Skills
Values/ Culture
Define Key Result Areas
Specific Performance Objectives Which Measure Success
Successful Candidate Will Accomplish !
Find 3 to 5 Performance Measurable Objective:
Functional Level: Job
Cross-Functional Level: Projects
Strategic Level: Short or Long-Term Goals
OUTCOMES!!!
Prepare Questions Key Result
Areas
THINK SMART !
Specific, Measurable, Action
Oriented, Realistic &Timed
________________________________________________________
BEST PRACTICES
________________________________________________________
2.
PERFORMANCE PROFILE
Traditional Job Description
The Person
Performance Profile
The Job
BS degree
Achieve quota within 90 days
2-4 years sales experience
Obtain 20% new customers per month
Industry background required
Conduct thorough needs analysis and present
the product as a solution
Product knowledge essential
Coordinate proposals with engineering
Good solution selling skills
Manage multiple projects in intense
environment
Strong analytical skills
Prepare detailed cost/benefit analysis
Specific Quantifiable Examples
CAR

Circumstances
 Actions
 Results
Critical Connections
Candidate
Behaviors
Attitude
Imagination
Optimism
Problem-solving
Multi-tasking
• “… The new
measure…
demonstrates
which human
abilities make up
the greater part of
the ingredients for
excellence at work
- most especially
for leadership…”
Knowledge –Experience – Skill
Intelligence
 Objectives & Tasks Drive the
Requirements
 What Degrees or Skills You Are
Looking For?
 Qualities and Characteristics To Do Job
 Is it a Must? Can I Define It? Recognize
It?
Values & Culture
Guidelines
 What are the values and culture of your
present or past job
environment/organization?
 What are the Work Ethics, Principles,
Behaviors, Decision Making, Communication
Style, Business Philosophy of People in the
Immediate Work Environment.
 How do you define and measure success
What Does It Take To Do The Job ?
 Key Result Areas
Strategic, cross-functional, functional
 Critical Connections
Boss, peers/team, direct reports, internal and
external customers/suppliers
 Behaviors
Behavioral demands of job
 Values
Company culture, leadership work ethics,
principles
 Knowledge,Experience,Skills
Relevant to achieving key results
Career
Opportunities
The Marketplace
Job Boards, Ads, Journals,
E-Mails & Network
Ads That Work!
Screening
 Reviewing and Grade Resumes
 Phone Screen Candidates
 Use Questions Based on Job
Profile
Interviewing Style
Apply the 80-20 Rule
80%
20%
 Planning interview
Conducting
 Listen
Talk
 Collect data
Answer questions
 Analyze data
Explain the job
 Understand
Sell the company
 Ask behavioral questions
Sell the job
Interview for Results
 Ask Prepared Questions
 Take Notes
 Obtain Specific Answers CAR’s
 Identify Their Prior Results
 Realistic Assignment
Face to Face Interview
Guidelines
Make the candidate feel genuinely comfortable.
Set expectations you will be collecting data from
s/he first by asking questions. The candidate
will have time to get information from you.
Ask questions explore: Motivations, preferences:
who person is and what they really want.
Fit/gaps you have identified up to this point.
Observe verbal and non-verbal responses.
Briefly describe the job and company.
Take the candidate on a tour and notice
behaviors. Was the candidate curious?
How did he/she interact with others?
Change How We Do Things !
 Make Candidate Wait
 Poor Preparation & No Resume
Questions
 Interview From Script Or Talk
Excessively
 Offer Delayed And….?
Interviewing Style
The shortest course in interviewing
Wait 30 minutes or overnight before making any
decision about the candidate’s ability to do the
work.
Lou Adler, Hire With Your Head
Guidelines
 Don’t trust your emotional reaction to the
candidate.
 Focus on getting the information you need to learn if
the candidate can do the job.
 Get the candidate talking about what they know.
 Treat the session as a fact finding and problem
solving session.
 Treat the candidate as an expert, be respectfully.
Reference Checks
Conducted for candidates you would like to
hire
and who wants the job.
Guidelines
Ask for references from bosses, peers,
subordinates, customer and suppliers .
Hiring manager should conduct the reference
checks.
Only ask reference performance based
questions.
Do not ask questions such as age, family.
Gather background information position,
scope of responsibility and relationship to the
candidate, company environment,
performance measurement standards etc.
Benefits
 Increase Odds Of Success
 Consistent Hiring Decisions
 Improve People Development & Depth
 Benchmarking
 Measure Results Reduces Cost
Dominance (A) - the drive for influence on people and events
More dominant-control
Less dominant-harmony
Extroversion (B) - the drive to include and be included
More extroverted-inclusion
Less extroverted-privacy
Patience (C) - The drive for stability
Less patient-variety & action
More patient-stability
Formality/Details (D) - The drive to avoid mistakes
Less formal-”just do it”
More formal-avoid mistakes
The Importance of Behavior
Experience
Attitude & Values
Interests
Skills
Intelligence
Knowledge
Education &
Training
Physical &
Health
Motivating Needs,
Drives, Aptitudes,
& Styles
Position The Offer
The job offer is designed to sell the “fit” and the
advantages to both the company and the candidate.
Guidelines
 On first contact with candidate, describe job and
company positively.
 Continually gauge candidate’s receptivity to the job.
Make test offers.
 Keep focus on job when positioning offer.
 Know the personal needs of candidate based on
assessment tools.
 Use language, key words and phrases, reflect and
match the personal needs of candidate and required
job behaviors.
 Answer questions, offer information about salary range,
benefits in increments throughout the selection
process.
Focus on the Three Steps
Step One: Define the Job Profile
Step Two: Build Candidate Profile
Step Three: Evaluate and Decide
Identify clear actions that will support
new hire development.
Post-Hire Strategy
Bridge the gaps between position
requirements and what candidate brings to the
job. Actions you take help assure success and
retention of the individual.
Guidelines
 Identify what steps will be taken to bridge
the gaps.Examples: Training, Coaching
Redefine or Reassign Key Result
Area(may require higher/lower
expectations for the first 6 months)
Determine who will take responsibility for
there achievement.
Organized, Thoughtful Interviewing and
Selection Process to Define, Predict, Guide,
and Measure Performance
Select Most
Qualified
Interview
Candidates
Orient
Review
Performance
Coach
Train
Manage
THANK YOU FOR
YOUR PARTICIPATION AND
ATTENTION!