Recruiting a Project Manager - Boris Modestus

Agenda Terms of Reference (ToR). Recruitment and PM methods. Recruitment and Standards. Recruitment is a Process. Involve HR. Cowboys and Indians. Testimonial. Conclusions. 5 7 4 3 1 2 6 8

HR HR Engineering for the ICT market A business approach to Recruitment & Talent Acquisition IT Activities of Ulysses Headhunting Recruitment & Selection IT Recruitment Co-Sourcing Temporary IT Resources (SAP, Service Management, process improvement, J2EE, .NET,…)

Terms of Reference Authorized to act, to judge…Collection of knowledge, skills, experiences, personal attitudes and values . The process by which talent is recruited, selected, and transitioned into assignments in the organization. 2 Competence 1 Recruitment

Recruitment and PM Methods Starting up a project (SU): 1 Prince2

Recruitment and PM Methods Roles (CP) in Part II - Execution Tailoring 2 Hermes

Recruitment and Standards Organizational Planning / Staffing acquisition . 1 PMBOK 9.4 Team Mgt 9.1 Organizational Planning 9.2 Staffing Acquisition Project HR Management Planning

Recruitment and Standards IPMA Competences Baseline v3.0 Almost finished by the end of 2008 Ready for publication in February 2010 2 IPMA 3 ISO 21500 Annex 3 Competency & Project personnel development Contextual competences Behavioural competences Technical competences

Almost finished by the end of 2008

Ready for publication in February 2010

Recruitment and Standards 4 People Capability Maturity Model

Recruitment and Standards B Commitment to Perform: C Ability to Perform: A Goals: Goal 2: Candidates are recruited for open positions. Goal 3: Staffing and work assignment  assessment of work criteria Com.1: Establish and document policy for staffing activities Com.2: An organizational role is assigned to assist units on staffing activities Abi.2: Adequate resources are provided for performing staffing activities D Practices: Pra.2: Each unit analyzes its proposed work to determine the effort and skills required. 4 People Capability Maturity Model

Recruitment is a Process Recruitment is a Process P2 Sourcing P3 Interview P4 Selection P5 Closing P6 Transition P1 Job Description P input output Communicate , document

Recruitment is a Process Recruitment is a Process P2 Sourcing P3 Interview P4 Selection P5 Closing P6 Transition P1 Job Description

Recruitment is a Process P1.2 Roles et Responsabilities P1.3 Competences and Skills P1.4 Experiences P1.1 Background P1 Job Description P1.5 Compensation and Benefits SCORECARD Template P Projects Job desc HR Policy

Recruitment is a Process Background JUSTIFY INTEREST PERSPECTIVES MARKETING OBJECTIVES DESCRIBE WORK ENVIRONMENT AND EXPECTATIONS HOW P1.1 HR, Supervisor (SUP): IT Manager, Program, Portofolio Manager WHO P1 Job Description

JUSTIFY

INTEREST

PERSPECTIVES

MARKETING

DESCRIBE WORK ENVIRONMENT AND EXPECTATIONS

HR, Supervisor (SUP): IT Manager, Program, Portofolio Manager

Recruitment is a Process Roles et Responsabilities I DID IT OR I WOULD LIKE TO DO IT ESTIMATE AUTONOMY DETERMINE IF THE WORKLOAD IS MANAGEABLE OBJECTIVE DESCRIBE THE SCOPE OF THE POSITION HOW P1.2 HR, Supervisor (SUP): IT Manager, Program, Portofolio Manager WHO P1 Job Description

I DID IT OR I WOULD LIKE TO DO IT

ESTIMATE AUTONOMY

DETERMINE IF THE WORKLOAD IS MANAGEABLE

DESCRIBE THE SCOPE OF THE POSITION

HR, Supervisor (SUP): IT Manager, Program, Portofolio Manager

Recruitment is a Process CONTEXTUAL TECHNICAL BEHAVIOURAL HR, Supervisor (SUP): IT Manager, Program, Portofolio Manager Peers PMO WHO Competences and Skills P1.3 P1 Job Description

HR,

Supervisor (SUP): IT Manager, Program, Portofolio Manager

Peers

PMO

Recruitment is a Process TECHNICAL Project management success Interested parties Project requirements & Objectives Risk & Opportunity Quality Project organization Teamwork Problem resolution Project structure Scope & deliverables Time & project phases Resources Cost & finance Procurement & contract Changes Control & reports Information & documentation Communication Start-up Close-out Competences and Skills P1.3 P1 Job Description

Recruitment is a Process BEHAVIOURAL Relaxation Self-control Reliability Negotiation Results orientation Problem resolution Consultation Values appreciation Conflict & crisis Ethics Openness Assertiveness Leadership Engagement & motivation Creativity Efficiency Competences and Skills P1.3 P1 Job Description

Recruitment is a Process CONTEXTUAL Personnel management System, product & technology Finance Legal Project orientation Programme orientation Business Health, security, safety & environment Leadership Portofolio orientation Permanent organization Project, programme, portofolio implementation Competences and Skills P1.3 P1 Job Description

Recruitment is a Process Experiences LIST REQUIRED EXPERIENCES IDENTIFY EXPERIENCES YOU WANT TO ACQUIRE OBJECTIVES PROJECT SCOPE HOW P1.4 HR, Supervisor (SUP): IT Manager, Program, Portofolio Manager Peers, PMO WHO P1 Job Description

LIST REQUIRED EXPERIENCES

IDENTIFY EXPERIENCES YOU WANT TO ACQUIRE

PROJECT SCOPE

HR, Supervisor (SUP): IT Manager, Program, Portofolio Manager

Peers, PMO

Recruitment is a Process Compensation & Benefits DETERMINE SALARY PACKAGE ALIGNED WITH MARKET AND HR POLICIES (Salary groups). OBJECTIVE HR POLICIES vs BENCHMARKING HOW P1.5 HR, budget owner + Stakeholders WHO P1 Job Description

DETERMINE SALARY PACKAGE ALIGNED WITH MARKET AND HR POLICIES (Salary groups).

HR POLICIES vs BENCHMARKING

HR, budget owner + Stakeholders

Recruitment is a Process Recruitment is a Process P1 Job Description P2 Sourcing P3 Interview P4 Selection P5 Closing P6 Transition

Recruitment is a Process . WHO: HR, Resources Manager, Recruiters, … WHERE: internal candidates, fish-tank, community, Web 2.0,… TOOLS: Capitalize on previous searches P2 Sourcing Determine means and budget P2.1 Screen and select found CVs P2.2 Phone screening - Pitch P2.3 P Job Desc Longlist

Recruitment is a Process Recruitment is a Process P1 Job Description P2 Sourcing P3 Interview P4 Selection P5 Closing P6 Transition

Recruitment is a Process P3 Interview P3.3 What he/she wants to do P3.4 Present organization and background P3.5 Assess matching P3.2 What he/she has done P3.1 Prepare Sequence P Longlist Scorecard TESTS ASSESSMENT n INTERVIEWS

Recruitment is a Process What he did 1 Ask for examples Templates Charts Presentations … Confront your problems with his experience. Certifications WHY ? WHAT WHY HOW Describe His perception Attendees HR PEER PMO SUP. P3 Interview What he wants to do 2 Background 3

Ask for examples

Templates

Charts

Presentations

…

Confront your problems with his experience.

Certifications

WHY ?

WHAT

WHY

HOW

Describe

His perception

Recruitment is a Process Recruitment is a Process P1 Job Description P2 Sourcing P3 Interview P4 Selection P5 Closing P6 Transition

Recruitment is a Process Proposal P4 Selection P4.4 Champion election P4.3 Secure candidates P4.2 Top 3 based on scorecard, ranking P Scorecard Shortlist P4.5 Contract proposal P4.1 References check

Recruitment is a Process Recruitment is a Process P1 Job Description P2 Sourcing P3 Interview P4 Selection P5 Closing P6 Transition

Recruitment is a Process P Champion New Employee Shortlist P5 Closing P5.3 Contract signature meeting P5.2 Negotiate, adapt P5.1 Present contract proposal

Recruitment is a Process Recruitment is a Process P1 Job Description P2 Sourcing P3 Interview P4 Selection P5 Closing P6 Transition

Recruitment is a Process P Employee Project Manager New Employee P6 Transition P6.3 Involve newcomer P6.2 Provide adequate training P6.1 Introduce newcomer

Involve HR ! Key factor of success - right people for the right project HR can assist in Creating job descriptions Selecting appropriate people Selecting HR suppliers Organization in Change Management In conflict management In team management Providing tools to keep motivation up Rewarding and recognition program Projects might be good fish-tank for promotions Retaining good employees Involve HR !

HR can assist in

Creating job descriptions

Selecting appropriate people

Selecting HR suppliers

Organization in Change Management

In conflict management

In team management

Providing tools to keep motivation up

Rewarding and recognition program

Projects might be good fish-tank for promotions

Retaining good employees

Cowboys and Indians No Cure No Pay: Success Fee (% of Annual Salary) Retainer: Retainer Fee (fix amount) + Success Fee Headhunting: Success Fee (3 x 1/3) Recruitment Co-Sourcing: Daily fee + success fee Contingency: Success Fee but no specific search Referral: Reward Pricing models of Recruitment Companies 5 6 4 3 1 2

Business Case - Background Public Sector and Federal ERP (SAP) Reporting Integration Manager ? Program manager ? Company 2 Company 3 Holding Company 1 CEOh CFOh CEO 1 CFO 2, PM1 CEO 2 CFO 2, PM2 CEO 3 CFO 3, PM3 SAPh SAP1 SAP2 SAP3 GIS CEOg NO IT Sup1 IT Sup2 IT Sup1 P1 Started Scope 1 P2 Started Scope 2 P3 not started Scope 3 Ph not started Scope h CFOh –Project Sponsor Report to Payroll Project Manager Project Manager Assistant Our Mission General Management, Strong Financial Background, Project Management (SAP) NO ! Goodwill

Public Sector and Federal

ERP (SAP)

Reporting

Business Case - Evolution Company 3 Holding Company 2 Company 1 CEOh CFOh, PMh , PMah CEO 1 CFO 2, PM1 CEO 2 CFO 2, PM2 CEO 3 CFO 3, PM3 SAPh SAP1 SAP2 SAP3 IT Sup1 IT Sup2 IT Sup1 GIS CEOg P1 Started Scope 1 P2 Started Scope 2 P3 Started Scope 3 Ph Started Scope h IT Suph PMah

Conclusions Conclusions 5 Involved HR 6 Convince, thrill, tell the truth 8 Estimate the cost 4 Get it right the 1st time (Job Desc) 3 Take the time 1 Think process 2 Be proactive 9 Next step: keep people 7 Follow up and give feedback

For more information on how Ulysses can help your organization, please contact us Ulysses Consulting Luxembourg SA Rue Jean Engling, 12 L-1466, Dommeldange +352 27 04 25 1 www.ulysses-consulting.com

Thank you for your attention ! - Q&A session