3. Today you will discoverToday you will discover
• The # 1 hiring mistake
• Why interviewing fails
• How to increase hiring accuracy
• The 5 core question to always ask
• 6 words that eliminate
embellishing
• The most critical shift in
interviewing
• Additional FREE resources
What’s In It For You
4. Research Project
10 Biggest Hiring Mistakes*10 Biggest Hiring Mistakes*
Contacted 134 companies
*Complete research project available at www.impacthiringsolutions.com
6. Second Biggest Hiring Mistake
InterviewingInterviewing
• Ask same questions
• Learn from those who hired us
• Lack of any formal training
• Questions not aligned with our job
• Poor predicator of on job performance
7. Why are interviews poor predictors?
Problems in InterviewingProblems in Interviewing
1. The power of 1st
impressions
2. No relevance to on-the-job
performance
3. Poor criteria being used to base
questions
4. Embellishment and exaggeration
5. Desperation hiring
6. Flawed hiring process
7. Inadequate time allotted
8. Untrained interviewers
8. #1Biggest Hiring Mistake
#1 Job Descriptions#1 Job Descriptions
• Misleading from real job
• Miss good candidates
• Doesn’t define success
9. #1 Biggest Hiring Mistake
Job DescriptionsJob Descriptions
• Lead to vague interviewing questions
• Can’t ask probing questions
11. Traditional Job Descriptions
• Minimum years
• Minimum education
• Minimum skills/knowledge
• Minimum experiences
• Duties/tasks and responsibilities
• GIPS/GAWE – vague terms
• Other duties as assigned
Define Minimum Level CandidatesDefine Minimum Level Candidates
12. Traditional Job Descriptions
Define Minimum Level CandidatesDefine Minimum Level Candidates
• Least qualified show upLeast qualified show up
• Interviewing will just validateInterviewing will just validate
they are the least qualifiedthey are the least qualified
• Leads to crapshoot hiringLeads to crapshoot hiring
14. The Crapshoot Hiring Method vs.
Success Factor Snapshot
Success Factor Snapshot
• Increase sales by 20% and
improve margins by 3% w/in 12
months.
• Build a Rep. Channel in Europe
within 90 days.
• Implement sales forecasting and
pipeline mgmt. w/in 4 mo.
• Revamp all sales collateral
material w/in 6 months.
Director of SalesDirector of Sales
Crapshoot Hiring
•Industry Experience
•BA Technical
•Skills and Knowledge
•Behaviors/Attitudes
•Years of Experience
•Minimum Education
•Duties/Responsibilities
•International Experience
15. The Crapshoot Hiring Method vs.
Success Factor Snapshot
Success Factor Snapshot
• Within in 30 days identify key
customers and key contacts.
• Within 90 days call on all key
accounts and prepare report on
their future needs.
• Within in 6 months have
prepared at least 6 RFP’s
• Within 9 months close sales
worth at least 1 million.
Regional Sales RepsRegional Sales Reps
Crapshoot Hiring
• Industry Experience
• BA/MBA +
• Skills and Knowledge
• Behaviors/Attitudes
• 5 Years of Experience
• Duties/Responsibilities
• Strong Selling Skills
• Ability to grow
16. The Crapshoot Hiring Method vs.
Success Factor Snapshot
Success Factor Snapshot
• 100% open switchboard 8AM sharp
• Answer by 2nd ring
• 100% visitor safety training
• All mail sorted and delivered by 4PM
daily 90% of the time
• 85% of the time meet requests for
conference room scheduling
• Zero hang ups and maximum 2
minutes on hold w/o re-
acknowledging
ReceptionistReceptionist
Crapshoot Hiring
• Professional demeanor
• High School/GED
• 1 year office experience
• Behaviors/Attitudes
• Good PC skills -Outlook,
Word, Excel
• Bilingual is a plus
• Duties/responsibilities
• Proactive safety awareness
18. Time to Vote
What percentage
of candidates
embellish during
the hiring
process?
19. Fight against 1Fight against 1stst
impressionsimpressions
• Focus on whether the candidate can achieve
Success Factors
• Remain Objective
The Success-based interviewThe Success-based interview
• Use pre-structured 5 core questions
• Ask for examples and more example
Interviewing – Before The Interview
20. 5 Key Predictive Elements
Of A SUCCESS-Based Interview
1. High InitiativeHigh Initiative
Self-motivation
3. LeadershipLeadership
Execution by leveraging through others
4. Past SuccessPast Success
Similar in both scope and environment
2. Flawless ExecutionFlawless Execution
Gets the job done
5. AdaptabilityAdaptability
Can the candidate adapt to your culture
21. Time to Vote
For most positions
how important is
it for candidates
to have initiative?
22. The 5 Core Questions
Can they perform
& adapt with 5
questions?
23. The 5 Core Questions
#1 - Discover How Much
Initiative
High Initiative
Give me an example
of where you have
demonstrated high
initiative?
24. The 5 Core Questions
#2 - Do They Get The Job Done Or
Whine
Execution
Give me an
example where
you executed on a
very difficult
project?
25. The 5 Core Questions
#3 - Are They A Natural Leader
Leadership
Could you share with me
your most significant
success in leading a
cross-functional team on
a major project?
26. The 5 Core Questions
#4 - Align Past Successes With Your Success
Factors
Past Success
One of our critical
SUCCESS
FACTORS is _____.
Can you describe
your most
comparable
success?
27. The 5 Core Questions
#5 - Put In The Job With “How Would You”
Questions
Adaptability/Cultural Fit
How would the
implementation of this
SUCCESS FACTOR in
our environment differ
from your current
environment?
28. Magnifying Glass Interviewing
Technique
Eliminate embellishment byEliminate embellishment by
probingprobing
Examples, examples and more
example
Probe with six words - who, what,
when, where, why, how
Keep probing until you’re sure they
did it
29. Probe Deeply With 6 Words
WhoWho
•Who was on the team?Who was on the team?
•Who was responsible for X?Who was responsible for X?
•Who did X when you were busy?Who did X when you were busy?
•Who thought of the idea?Who thought of the idea?
•Who set the goals?Who set the goals?
•Who did you report to?Who did you report to?
•Who did you rely on for support?Who did you rely on for support?
30. Probe Deeply With 6 Words
WhatWhat
•What was your specific role?What was your specific role?
•What kept you up at night?What kept you up at night?
•What was the goal when you started?What was the goal when you started?
•What were the 2 biggest obstacles?What were the 2 biggest obstacles?
•What would you do different now?What would you do different now?
•What was the timeframe to get this done?What was the timeframe to get this done?
•What did you learn from this?What did you learn from this?
•What was the budget for the project?What was the budget for the project?
31. Probe Deeply With 6 Words
WhenWhen
•When did you do this?When did you do this?
•When did you complete it?When did you complete it?
•When a conflict arose what did youWhen a conflict arose what did you
do to solve it?do to solve it?
•When two people didn’t agree onWhen two people didn’t agree on
the goal how did you deal with it?the goal how did you deal with it?
32. Probe Deeply With 6 Words
WhereWhere
•Where did this happen?Where did this happen?
•Where were you?Where were you?
•Where did the idea come from?Where did the idea come from?
•Where was the team located?Where was the team located?
•Where is your staff?Where is your staff?
33. Probe Deeply With 6
Words
WhyWhy
•Why was this important?Why was this important?
•Why did you do X instead of Y?Why did you do X instead of Y?
•Why did you select A over B?Why did you select A over B?
•Why did you give up and not try again?Why did you give up and not try again?
•Why do you consider this projectWhy do you consider this project
important?important?
•Why does this job meet your criteria?Why does this job meet your criteria?
34. Probe Deeply With 6 Words
HowHow
•How did you overcome X?How did you overcome X?
•How critical to the project’sHow critical to the project’s
success was your role?success was your role?
•How did you get people notHow did you get people not
reporting to you to help out?reporting to you to help out?
•How many steps in the processHow many steps in the process
were you responsible for?were you responsible for?
•How did you determine X was aHow did you determine X was a
better way to proceed than Y?better way to proceed than Y?
35. The Most Critical Interviewing Shift
At some point interviewing must shiftAt some point interviewing must shift
From
How have you . . ?
To
How will you . . . ?
Questions
36. Putting Candidates In the Job
Ask “How will you” questionsAsk “How will you” questions
• How will you do X (Success Factor)
when you come on board?
• What will your first 90 day plan
include?
• How will you evaluate your new
staff?
• When on-board if X happens how
will you proceed?
• From your plan, why will you do X
instead of Y?
• How will you accomplish X in our
culture?
37. Additional Free Tools & Resources
WWW.BRADREMILLARD.COM
52 Hiring Tips – FAQs Answered
You’re NOT The Person I Hired – eBook
Hiring Methodology Assessment Scorecard
Calculate The True Costs Of A Bad Hire
Cultural Assessment – What is your culture?
38. What You Learned Today
Summary of key pointsSummary of key points
• Train people how to interview
• Eliminate traditional job description
• Define success in role
• Watch for first impressions
• Ask for examples
• Ask 5 core questions
• Probe with who, what, when, where, why, how
• Pull “We” off the table – balance with “I”
• Shift interviewing questions from “How have you” to
“How would you”
The Five Best Predictors of Long Term Success:
Selecting top talent should not be like gazing into a crystal ball or guessing
One – High Initiative – Top talent is self-motivated. They possess high initiative. Your best employees do more than they are asked to do, continually go the extra mile, and don’t wait to be told what to do next.
Two – Flawless Execution - Projects are completed on time, budgets are hit, metrics and measurements are achieved and do not slip backwards. Deadlines are not missed and products are launched on time. The organization hits their annual business plan because everyone is executing flawlessly.
Three – Top talent is great at leading and facilitating others in flawless execution. Most activity takes place in the context of working through others on projects - with customers, tiger teams, and the formal departmental team.
Four – Past Success – You must be able to have the confidence that the individual can achieve the SUCCESS FACTOR SNAPSHOT through prior similar successes that are close in scope, size, budget, timeframe, speed, environment, and impact.
Five – Adaptability - Can the individual take their success from other environments and adapt to achieving similar success in your unique environment. Candidates frequently fail because they cannot adapt to a new culture or environment.
