Employer&RecruiterTipMark Swartz,Career Coach
1.   DEFINE WHAT     YOUR NEW HIRE     NEEDS TO DO
1. DEFINE WHAT YOUR NEW HIRE NEEDS TO DOBy first defining exactly what you need accomplished, crafting acompelling job pos...
2.   HAVE CANDIDATES     DESCRIBE IN DETAIL     THEIR ACHIEVEMENTS
2. HAVE CANDIDATES DESCRIBE IN DETAIL   THEIR ACHIEVEMENTSAsk all candidates to give details in the first person on what t...
3. ASK YOUR TOP CANDIDATES WHAT THEY WANT
3. ASK YOUR TOP CANDIDATES WHAT THEY WANTIf you are genuinely interested in a job seeker, communicate thatinterest by taki...
4. YOU ARE THE KEY TO GETTING AND KEEPING THE BEST
4. YOU ARE THE KEY TO GETTING   AND KEEPING THE BESTThe best people want opportunities to do the best projects, to workwit...
more on this topic:       The Key To Hiring And Keeping The Best      more Employer/Recruiter/HR advice:http://hiring.mons...
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Hire And Keep The Best

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You want to bring in the best, most productive new hires when recruiting. Show them that you are interested in their career goals by listening carefully and hearing what they have to say.

Some tips on how to do so are here.

Mark Swartz, MBA, M.Ed
Monster Workplace Specialist

Published in: Business, Technology
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Hire And Keep The Best

  1. 1. Employer&RecruiterTipMark Swartz,Career Coach
  2. 2. 1. DEFINE WHAT YOUR NEW HIRE NEEDS TO DO
  3. 3. 1. DEFINE WHAT YOUR NEW HIRE NEEDS TO DOBy first defining exactly what you need accomplished, crafting acompelling job posting, and then hiring to those requirements, youmay well open your eyes to an ideal candidate you would otherwisenot have considered.For instance, a marketing services firm typically hired salespeople fromwithin its industry. But the company’s two top salespeople previouslysold in completely unrelated industries.Defining what made these two successful -- their ability to open doorsand be hands-on in the delivery of solutions -- was the key to hiringmore similar salespeople. Industry experience was helpful, but onlywhen added to these two fundamental skills.
  4. 4. 2. HAVE CANDIDATES DESCRIBE IN DETAIL THEIR ACHIEVEMENTS
  5. 5. 2. HAVE CANDIDATES DESCRIBE IN DETAIL THEIR ACHIEVEMENTSAsk all candidates to give details in the first person on what they haveaccomplished in past roles and jobs. Use behavioural questions toelicit the circumstances, actions taken, and results achieved.This is not always easy. Many people want to describe things in theplural, saying, “We did this; we did that.” This does not necessarilymean they are trying to fool you, but neither does it help youunderstand what a candidate accomplished personally.Lay the ground rules early, and keep people on track throughout theinterview. If someone cannot describe in detail how he accomplishedsomething, the candidate may be overstating his involvement in theaccomplishment.
  6. 6. 3. ASK YOUR TOP CANDIDATES WHAT THEY WANT
  7. 7. 3. ASK YOUR TOP CANDIDATES WHAT THEY WANTIf you are genuinely interested in a job seeker, communicate thatinterest by taking the time to understand what the candidate is reallylooking for in his next role. Take the time to ask questions that willhelp you learn about the person’s goals and desires.What you learn may help you shape the job description for the peopleyou ultimately hire. You’ll also be conveying that you take a genuineinterest in these people, and few executives do that during theinterview process. As a result, you will stand out in their minds.If your interest is sincere, this is one of the most effective recruitingtools at your disposal.
  8. 8. 4. YOU ARE THE KEY TO GETTING AND KEEPING THE BEST
  9. 9. 4. YOU ARE THE KEY TO GETTING AND KEEPING THE BESTThe best people want opportunities to do the best projects, to workwith the best clients, and to develop personally and professionally.These people can always get a job (even in a down economy), but theyhave a hard time finding an organization (and a boss) that is activelyinterested in helping them develop and achieve.Write down the name of the best boss you ever had. Why did you loveworking for this person? Chances are, it wasn’t her intelligence ortechnical ability. More likely, confidence was the key. The best bossesbelieve in themselves and their people, and this translates into a workenvironment compelling enough to entice a talented person to take ajob and stay with it.
  10. 10. more on this topic: The Key To Hiring And Keeping The Best more Employer/Recruiter/HR advice:http://hiring.monster.ca/hr/hr-best-practices.aspx join us on:
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