New Art Of Hiring Smart


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • New Art Of Hiring Smart

    1. 1. Welcome to The New Art of Hiring Smart
    2. 2. Have you ever hired someone who did not reach your expectations?
    3. 3. International offices: Canada Mexico New Zealand Australia India South Africa The Caribbean Philippines Israel <ul><li>A few of our clients: </li></ul><ul><ul><li>American Automobile Association </li></ul></ul><ul><ul><li>American Income Life </li></ul></ul><ul><ul><li>AT&T </li></ul></ul><ul><ul><li>Cracker Barrel Restaurants </li></ul></ul><ul><ul><li>Kenworth </li></ul></ul><ul><ul><li>Kinko’s </li></ul></ul><ul><ul><li>Sentry Insurance </li></ul></ul><ul><ul><li>Terminex </li></ul></ul><ul><ul><li>United Freight Service </li></ul></ul><ul><ul><li>UniFirst </li></ul></ul>25,000 Clients 700 Local Offices 45 Regional Offices
    4. 4. Our Goal Is To Build On STRENGTHS…
    5. 6. There are 3 Places to Fix People Problems <ul><li>Selection Process </li></ul><ul><li>(prevention) </li></ul><ul><li>Coaching & Training </li></ul><ul><li>(changing behavior) </li></ul><ul><li>Replacing the Employee </li></ul>
    6. 8. Problems with Antiquated Hiring Practices <ul><li>63% - 4.3 Minutes </li></ul><ul><li>Faulty Information </li></ul><ul><ul><li>“ Exaggerated” resumes </li></ul></ul><ul><ul><li>Trained interviewees </li></ul></ul><ul><ul><li>Past employers </li></ul></ul><ul><ul><li>References </li></ul></ul><ul><li>Post Selection System </li></ul><ul><li>Poor Job Matching </li></ul><ul><ul><li>Training - 41% </li></ul></ul><ul><ul><li>Personality - 67% </li></ul></ul><ul><li>“ Instinctive” Hiring </li></ul>
    7. 9. WHY? <ul><li>A. Unpredictable Applicant Pool </li></ul><ul><li>B. High Hiring Costs </li></ul><ul><li>C. Government Regulations </li></ul><ul><li>D. Turnover Costs </li></ul><ul><li>E. Time for a Paradigm Change </li></ul>
    8. 10. What is The New Art of Hiring Smart System? 1. Identify Hiring Problems 2. Quantify the Cost of Turnover 3. Understand What You Are Recruiting for 4 Use Innovative Prospecting 5. Prepare and Conduct a Winning Interview 6. Do Background Checks 7. Assess Applicants for Job Match
    9. 11. Identify Hiring Problems <ul><li>Spot Highest Turnover Areas </li></ul><ul><li>Evaluate Your Selection System and Find its Weaknesses and Barriers </li></ul><ul><li>Look at the People Doing the Hiring to See What type of Training is Necessary </li></ul>Step 1
    10. 12. Determine the True Cost of TURNOVER <ul><li>Calculate Your Cost per Employee </li></ul><ul><ul><li>Consider Additional Factors: </li></ul></ul><ul><ul><ul><li>Lost Productivity </li></ul></ul></ul><ul><ul><ul><li>Recruiting Costs </li></ul></ul></ul><ul><ul><ul><li>Training Expenses </li></ul></ul></ul><ul><ul><ul><li>Poor Morale </li></ul></ul></ul>Step 2
    11. 13. Understand What You Are Recruiting For <ul><li>Understand the Job, Define Job Performance and Develop a thorough Job Description </li></ul><ul><li>Identify the “Success Characteristics” of your top performers </li></ul>Step 3
    12. 14. Innovative Recruiting Methods <ul><li>Competitors </li></ul><ul><li>Persons with Disabilities </li></ul><ul><li>Military Retirees </li></ul><ul><li>Outplacement Firms </li></ul><ul><li>Retired Seniors </li></ul><ul><li>Companies who have announced cutbacks </li></ul><ul><li>Advertise in New Places </li></ul><ul><li>Set up Educational Relationships </li></ul>Step 4
    13. 15. Set Up Educational Relationships
    14. 16. Improve the Quality of Your Recruiting Advertising KITCHEN AND SERVICE PERSONNEL We're looking for high energy individuals who enjoy challenges in a fast-paced environment to join our team. Experience is not necessary as we offer a complete training program. Apply in person between 2-4 PM weekdays to Cuisine Unique, 3404 S. Hempstead Blvd. Chicago,IL
    15. 17. A WORLD CLASS COMPANY DIGI-LECTRICAL is a fast growing subcontractor to the defense and computer industries. Our local plant is one of the most automated in the United States. We offer excellent benefits and training with an opportunity for advancement. We seek a: LAB SUPERVISOR Successful individual will supervise 8 to 10 technicians and must have experience in a printed circuit board environment combined with 3 to 5 years supervisory experience in a non-union environment. A degree in chemistry or chemical engineering required. We offer overtime and a 10% shift differential for 2nd and 3rd shifts. Send resume, letter of interest and salary history to: DIGI-LECTRICAL, P.O. Box 13263, Fort Hassle, KY 77876 Sell the Position, Company and Needs
    16. 18. We’ll Miss You Jackie! Jackie is our staff assistant and she’s leaving. We’re looking for someone to take her place. She can type 90 words a minute (We’ll take 65), has flawless English skills and can handle our seven phone lines with ease. If you think you can fill Jackie’s shoes and would like to join a fast-paced, results-oriented company, call Susan Hobbs at 444-3987 right away! Sell the Position, Company and Needs
    17. 19. Beware of Discrimination Pitfalls! CUSTODIAN — for a large apartment complex. Experienced and sober. Will be on-call every fourth weekend. Knowledge of A/C and plumbing repair helpful. Apply in person: Forest Green Apartment Homes, 34 O’Toole Ave. Markham, MA
    18. 20. Beware of Discrimination Pitfalls! SERVICE REPRESENTATIVE To handle service calls for local distributor of electronic appliances. Will train. Reliable transportation a must. Mature man preferred. Call or apply in person: Health Appliances, Inc. 344 Broad Street, Emerson, NJ 07665 — 456-6368
    19. 21. Beware of Discrimination Pitfalls! WHAT A GREAT JOB! ADMINISTRATIVE ASSISTANT to handle bookkeeping, reception and other duties. Full-time immediate opening. Good writing and typing skills. Sense of humor. Able to work under pressure. Stable woman preferred. Apply to Mr. Storm, P.O. Box 3333, Lewiston, AL 28876
    20. 22. The New Art of Hiring Smart INTERMISSION 10 MINUTES
    21. 23. Prepare for and Conduct A Winning Interview <ul><li>A. Review the Job Description </li></ul><ul><li>B. Review other Job Requirements </li></ul><ul><li>C. Develop Lead Questions </li></ul><ul><li>D. Build a File </li></ul><ul><li> 1. Resume 3. Lead Questions </li></ul><ul><li> 2. Application 4. Release Documents </li></ul>Step 5
    22. 24. Prepare for and Conduct A Winning Interview Step 5 <ul><li>A . OPEN: Build Rapport </li></ul><ul><li>Set Agenda/Timetable </li></ul>B. BODY: Use Lead Questions C. CLOSE: Answer Questions Discuss the Next Step
    23. 25. Do Background Checks Step 6 Hiring Rapist to cost firm, jury decides By Tim Farley Staff Writer An Oklahoma County jury has awarded the relatives of a teen-age rapevictim $6.5 million after deciding Little Caesar’s Enterprises Inc. and its parent company were negligent in hiring a man with a criminal record. James Edward Martina, 24, of Harrah was found guilty last May of raping and forcibly sodomizing a 16-year-old while the two were employed at Little Caesar’s Pizza in Choctaw. He was sentenced to 99 years in prison. Martina was an assistant manager and had asked the girl to stay late to help him close. The Sept. 3, 1989, rape occurred after the building was locked, the girl told police. Martina was ordered to pay $5 million in punitive damages, and the parent company, Magnum Foods of Oklahoma City, was ordered to pay $750,000 in punitive damages. An additional $750,000 in actual damages was awarded against Magnum Foods and Martina. In 1986, Martina was convicted in New York of attempted sexual abuse of a 7-year-old girl. At the time of the rape, Martina was on probation for the New York conviction and for a 1984 embezzlement conviction in Oklahoma County. Ken Cole, one of the girl’s attorneys, this week said, “This is an example of how something fell through the cracks at Little Caesar’s. We hope employers will take notice of this.” Cole said Martina admitted to four other times when he was reprimanded by Little Caesar’s management for sexual harassment and sexual advances toward other employees before the rape. He would ask them out, or ask them to go home with him and lay on his waterbed. His language toward the other employees was very graphic and vulgar, Cole said. In one case, Martina asked a female employee if she ever had sex with a cucumber, Cole said. Martina often would tell sexually oriented jokes while grabbing his genitals, the attorney said. Defense attorney Curtis Smith said this week that company officials are discussing an appeal, but refused to comment.
    24. 26. Do Background Checks Step 6 A. Reference Checks B. Education Credentials C. Credit Report D. Criminal History E. Past Employers F. Driving Record Report G. Social Security Verification
    25. 27. Test for Job Match Step 7
    26. 28. Selection Process Skill Fit Education, Training, Experience, Skills, Etc. Company Fit Attitudes, Values, Demeanor, Appearance, Integrity Past Via Resume`, Application, References Present Future Add Step One Survey ®
    27. 29. Have you ever hired someone who did not reach your expectations?
    29. 31. Résumé Education References Past Employment Appearance / Dress Interview / Presentation The Tip of the Iceberg gives you ... Good, but Limited Information
    30. 32. Look Beneath the surface
    31. 33. Selection Process Skill Fit Education, Training, Experience, Skills, Etc. Company Fit Attitudes, Values, Demeanor, Appearance, Integrity Past Via Resume`, Application, References Present Via Interview Future Via Testing for Job Match Job Match Personality, Abilities, Interest Add Step One Survey ®
    32. 34. Utilize All of Your Resources! 75% 66% 54% 38% 26% 14% 0% 10% 20% 30% 40% 50% 60% 70% 80% Job Matching Interests Testing Abilities Testing Personality Testing Reference Checking Interview
    33. 35. What The Profile Measures <ul><li>Can the person do the job? </li></ul><ul><li>Will the person do the job? </li></ul><ul><li>How will the person do the job? </li></ul>
    34. 36. The JobMatch™ Pattern <ul><li>Shaded areas indicate the JobMatch pattern </li></ul><ul><li>The JobMatch patterns show requirements for the jobs in your company </li></ul><ul><li>Use these patterns for: </li></ul><ul><li>Placement </li></ul><ul><li>Retention </li></ul><ul><li>Training </li></ul><ul><li>Promoting </li></ul><ul><li>Managing </li></ul><ul><li>Planning </li></ul>
    35. 37. The Profile – Good JobMatch
    36. 38. The Profile – Poor JobMatch Job Profile Summary Job Pattern: Sales Learning Index Verbal Skill Verbal Reasoning Numerical Ability Numeric Reasoning Thinking Style Occupational Interests Behavioral Traits People Service Technical Creative Financial/Administrative Assertiveness Energy Level Sociability Enterprising Manageability Attitude Decisiveness Accommodating Independence Objective Judgement Mechanical Distortion 10 Overall Job Match 62%
    37. 39. Published the Results of A Remarkable Study
    38. 40. “ It’s not experience – or college degrees or other accepted factors; success hinges on a fit with the job.”
    39. 41. JOB MATCH OR NO JOB MATCH Low Turnover Industry – Sample Size: 5,941 Percentage who quit or were fired after 6 months: 25% 5% Percentage who quit or were fired after 14 months: 34% 8% Yes No Job Match? Source: Herbert M. Greenberg and Jeanne Greenberg, “Job Matching for Better Sales Performance,” Harvard Business Review, Vol. 58, No. 5. Job Match? High Turnover Industry – Sample Size: 13,102 Percentage who quit or were fired after 6 months: 46% 24% Percentage who quit or were fired after 14 months: 57% 28% Yes No
    40. 42. BENEFITS To You When You Use The Profile Assessment™ Reduce Turnover Increase Production Train More Effectively Improve Communication Diminish “People Problems” Reduce Stress, Tension & Conflict Enhance Profits!
    41. 43. “ Put the right person in the right job, train and motivate them, give them an opportunity for advancement, and your company will grow and prosper” J.W. Marriott
    42. 44. An Informed Decision is a GOOD DECISION
    43. 45. Summary... <ul><li>Turnover is a major expense. </li></ul><ul><li>Traditional miring methods are not effective. </li></ul><ul><li>Government regulations are demanding change. </li></ul><ul><li>Competition is forcing a closer examination of those we employ. </li></ul><ul><li>We must see the TOTAL Person. </li></ul><ul><li>People must match their jobs. </li></ul><ul><li>People are our number one resource. </li></ul>