Getting to the Perfect Hire


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  • Prep – don’t read resumes while dialing, or read materials with candidate in the lobbyManage – tips for the call, meetings, etc.
  • We’ve all made bad hires. Not selecting a new office chair, but dealing with people, who are multifaceted, many layers, each responds to things differently.Effect on customers – we’re all representatives in every interaction we have, on and off the clockDetractor – no one wants to work or play for a losing team. Big 10 recruiting, name recognition. People create a picture in their minds whenever they hear the name.
  • Never introduce new information in an e-mail. E-mail should only be used to:Summarize a phone call or messageConfirm what has already been discussed via phonePhone calls also offer the opportunity to get “in front” of your candidate again, build that relationshipThreads long enough to weave a new suit!
  • If you found value - spread the word to those who may benefit. Let us help you with your hiring. Give us a call to learn how our patented SaaS hiring performance platform and certified hiring consultants can make your life easier.
  • Getting to the Perfect Hire

    1. 1. Getting to the Perfect Hire<br />Andy Harmon, Client Executive,, 877.422.2656 x240<br />May 3, 2011<br />
    2. 2. What We’ll Cover<br />How to:<br /><ul><li>Prepare for an interview
    3. 3. Manage your screen
    4. 4. Construct effective interview questions
    5. 5. Manage the process
    6. 6. Get more Agents in class!</li></ul>2<br />
    7. 7. Impact of a Bad Selection<br />Negative effect on customers<br />Detractor for top performers<br />Learning curve productivity loss <br />Increased management time<br />Termination/replacement costs<br />Waste of time and resources <br />Company failure<br />3<br />40% to 50% <br />poor performers<br />
    8. 8. Impact of a Great Selection<br />Increased workload<br />Exceed quotas / goals<br />Exceed customer expectations<br />Company morale<br />Attractor for other great hires<br />4<br />1 top performer= 3 average performers<br />
    9. 9. 5<br />Make Quality Selection Repeatable<br /><ul><li>Prepare
    10. 10. Have an agenda
    11. 11. Use behavioral-based process
    12. 12. Be consistent and follow-up
    13. 13. Get to underlying reasons</li></li></ul><li>Understanding the Career<br />What are the component parts? <br />What needs to get done by when?<br />How will success be measured quantitatively?<br />What are attributes of your top performers?<br />Why would the right person want this career?<br />6<br />Start developing behavioral-based interview questions<br />
    14. 14. Constructing Effective Interview Questions<br />
    15. 15. How to Identify Top Performers<br />Drive<br />Self motivated, loves winning, achieves goals<br />Curiosity<br />Love what they do, intensely curious about field<br />Ethics<br />Honesty, integrity, ability to do the right thing<br />8<br />
    16. 16. Constructing Interviewing Questions<br />“Describe a situation where you…?”<br />“Give a specific example of when…?”<br />“What has been your most difficult…?”<br />“What was your most significant achievement…?”<br />9<br />Try to get to their drive, curiosity and ethics<br />
    17. 17. Getting to the Data<br />Interviewer<br />Feel<br />Think<br />Analysis<br />Data<br />10<br />
    18. 18. World<br />Getting to “I”<br />11<br />Candidate<br />Company<br />Department<br />Team<br />I<br />Interviewer<br />
    19. 19. 12<br />Understand Your Personal Filters<br />Work Experiences<br />Family Influences<br />Ethnocentrisms<br />Stereotypes<br />Temperament<br />Education<br />
    20. 20. Seek Contrary Evidence<br />weak areas<br />13<br />Challenge your assumptions on: <br />strong areas<br />
    21. 21. Screening<br />
    22. 22. Why screen?<br />Maintains an efficient, consistent process<br />Relationship = partnership – It doesn’t happen in a day!<br />Gather more information or address concerns<br />Lightly sell candidates on an opportunity <br />Give candidate opportunity to ask questions<br />Allow you to make interview recommendations to Hiring Managers<br />
    23. 23. 16<br />4/9/11<br />The Beginning<br />Stick to an agenda and stay within your time allotment<br />Call at specified time and ask “Is this still a good time for you?”<br />Explain the purpose of the call<br />Your role in the process<br />Hit highlights of the company and position to “lightly sell” the opportunity<br /> Give timeline for making a hire and next steps in the process<br />
    24. 24. 17<br />4/9/11<br />The Middle<br />Ask all candidates the same questions <br />Why seeking new opportunities? Currently employed?<br />Verify education and employment <br />RFL – reason for leaving past positions<br />Gaps in employment<br />Any red flags in resume<br />Interview and start date availability<br />Allow time for questions<br />
    25. 25. Wrapping Up<br />Thank the candidate for their time<br />Recap the selection process and next steps<br />Stay neutral throughout the call. Do not set false expectations<br />“Our team will be reviewing all candidates and will make the final decision regarding next steps.”<br />
    26. 26. Remember<br />Stay in control and keep the conversation on track<br />Stick to your time allotment<br />80/20 Rule – Candidate should talk 80% of time<br />Be the buyer<br />
    27. 27. Effectively Manage the Interview Process<br />
    28. 28. 21<br />Managing the Interview Process<br />Panel management<br />Candidate management<br />
    29. 29. PUTP!<br />Phone first, you’ll always know!<br />Pre-Interview close confirmation<br />Current situation-fishing for personal information<br />Has anything changed?<br />Any conflicts?<br />Talk out of position if not 75-80% sure<br />Email confirming interview time, location, client detail, and references<br />
    30. 30. Managing Interview Teams<br />Prep for each Step<br />23<br />Recruiter<br />Manager<br />Director<br />
    31. 31. Prep your candidate!!!<br />Review candidate's resume.<br />“Preparing for essay test”<br />Discuss what to wear, review directions, be 10 min early, know whom to ask for when you arrive<br />Questions for the interview<br />Review, provide if necessary<br />Allow up to 2 hours for interview<br />
    32. 32. Role Play<br />"What we have to learn to do, we learn by doing.“<br />Aristotle<br />25<br />
    33. 33. Suggested Reading<br />Hire With Your Head<br />by Lou Adler<br />TopGrading <br />by Bradford Smart, Ph.D.<br />First, Break All the Rules<br />by Marcus Buckingham<br />The Great Game of Business<br />by Jack Stack<br />26<br />
    34. 34. Summary<br />Prepare for an interview <br />Construct effective interview questions<br />Prep your candidate<br />Prep your interviewers<br />Conduct highly effective and consistentinterviews<br />27<br />
    35. 35. Questions?<br />Andy Harmon, Client Executive<br /><br />877.422.2656 x240 (1-877-4-Accolo)<br />28<br />