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Source And Hire The Right Way
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Source And Hire The Right Way


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There is a best way to source, attract, and select new employees. This presentation provides tips, tricks, and techniques based on the roles of both the hiring manager and the company recruiter (or …

There is a best way to source, attract, and select new employees. This presentation provides tips, tricks, and techniques based on the roles of both the hiring manager and the company recruiter (or HR person).

Published in: Business, Technology

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  • 1. Source and Hire The Right Way Darin Phillips
  • 2. Why You Must Get It Right
    • The Cost
      • It can take 6 months to get a new employee up to speed
      • Research indicates that bad hires cost the company 160% of their annual salary
  • 3. Why You Must Get It Right
    • The Challenge
      • Top performers have lots of options
      • There are very few really great employees
      • Top performers are not looking for a new job (unless they are starting their own company)
      • Top performers want to be with winning companies and surrounded by other top performers and supported by great leaders
      • Resume writers write great fiction
      • Interviews are a superficial and biased selection tool
      • Candidates only let you see what they want you to see
      • Performance is one organization does not often translate to another
      • We focus on fit for the job instead of fit for the culture
  • 4. Prepare
    • Know what you need in the role
      • Today
      • Tomorrow
    • Complete a job analysis
      • Objectives for the position
      • Activities required to accomplish each objective
      • Competencies needed to effectively execute each activity
    • Segregate the competencies
      • Train and develop pile (knowledge and skills)
      • Price of admission pile (personality and aptitude)
  • 5. Strategize
    • Sourcing strategy
      • Who in your organization already looks like the price of admission?
      • What are their interests? Where do they hang out?
    • Attracting strategy
      • What motivates the price of admission people?
      • Why did the ones you have chose your company?
    • Selecting strategy
      • How can you measure the price of admission competencies?
      • How do you ensure that the process does not discriminate?
  • 6. Plan
    • Sourcing plan
      • Incentive employees – birds of a feather flock together
      • Have hiring managers build the plan
    • Attraction plan
      • Build a marketing campaign (employer brand)
      • Build an advertising campaign (engaging opportunity)
    • Selection plan
      • Steps in the process
      • Tools for each step
      • Roles, resources, and timeline
  • 7. Sourcing
    • Manager’s role
      • Reach out to trade groups
      • Talk to professional network
      • Post in online discussion groups
      • Talk to vendors
      • Connect with authors in trade journals and conference speakers
    • Recruiter’s role
      • Fund postings on local and/or national association websites
      • Attend trade shows, if requested by the manager
      • Attend job fairs, if requested by the manager
      • Identify competitors that are downsizing and headhunt
      • Search LinkedIn and FaceBook
  • 8. Attracting
    • Manager’s role
      • Honest portrayal of the position (SWOT analysis)
      • Identify challenges that would be interesting to candidates
      • Help recruiter craft an elevator speech on the opportunity
    • Recruiter’s role
      • Define company’s ‘employer brand’ (employer of choice?)
      • Ensure consistency of brand with all online touchpoints
        • Company website
        • How company is portrayed by customers and vendors online
        • Google the company, department, job title, and manager’s names
      • Turn the manager’s points into an advertising campaign
      • Train the manager on all legal implications
  • 9. Selecting – Parse Resumes
    • Manager’s role
      • Provide recruiter with minimum standards that will be used to parse resumes
      • Help recruiter prioritize the resumes
    • Recruiter’s role
      • Set up filters based on manager’s minimum requirements (this is most efficiently done by having questions answered when resumes are submitted)
      • Help manager score each resume so that they are prioritized
        • Google each person to identify discrepancies, errors, or omissions
        • Identify grammatical and spelling errors
  • 10. Selecting – Initial Phone Call
    • Manager’s role
      • Identify additional questions that you want to ask each person based on what the resume says
      • Prioritize and eliminate candidates based on recruiter findings
    • Recruiter’s role
      • Make the first call to each candidate
      • Ask the questions requested by the manager
      • Identify expectations (realistic pay requirements?)
      • Confirm level of interest (what do they know about your company?)
      • Assess phone voice
      • Take notes (look for consistency later in the process)
      • Keep the candidates excited and outline future steps
  • 11. Selecting – Aptitude Assessment
    • Manager’s role
      • Honestly put all performers on a bell curve for the recruiter
      • Only approve the assessment once you are comfortable with it (select the final vendor)
    • Recruiter’s role
      • Identify all aptitudes required for the position, if any (skip this step if there are no clear aptitudes required)
      • Source vendors with reliable and valid tools that have not lost a court challenge
      • Manage an internal validation of the top three assessments (did the assessment accurately differentiate the best from the rest?)
      • Consult with the manager on the selection of the final vendor
      • Negotiate the vendor’s rates and pay for it
  • 12. Selecting – Behavioral Interview
    • Manager’s role
      • Ask every candidate the same questions
      • Document each candidate’s responses for the reference check
      • Score every candidate consistently
      • Prioritize and eliminate candidates based on scores and reference
    • Recruiter’s role
      • Build behavioral interview guide using price of admission competencies
      • Train manager on legal interview process and questions
      • Practice interview with the manager to ensure accurate scoring
      • Send candidates an invitation with directions to the office
      • Meet each candidate and calm them down via small talk, tour
      • Call each candidate’s last 2-3 bosses to confirm behavioral interview answers and for references
  • 13. Selecting – Behavioral Interview
    • Questions the manager must answer
      • Why does the candidate want to pursue this career? (motives)
      • Is the candidate a fit for the job? (behaviors, knowledge, skill)
      • Can the candidate be successful? (aptitude)
      • Is the candidate a fit for my company and team? (personality)
    • Behavioral Interview Process
      • “ Tell me about the last time that…” (what you did, not what you would do!)
      • Tell each candidate exactly how you want them to answer
        • Situation – what was the situation you were in?
        • Thinking – what were you thinking during this situation?
        • Action – what did you do and why?
        • Results – what was the final outcome of this situation?
  • 14. Selecting – Simulation
    • Manager’s role
      • Assign a single peer to the new hire to manage every simulation
      • Partner with the recruiter to build a real-world simulation
      • Partner with the recruiter to build a score sheet
      • Prioritize and eliminate candidates based on scores
    • Recruiter’s role
      • Ensure that the simulation creates situations that allow for scoring
      • Ensure that the simulation score sheet accurately, legally, and fairly assesses the desired price of admission competencies
      • Train the assigned peer on the legal and effective use of simulations
  • 15. Selecting – Final Selection
    • Manager’s role
      • Give honest weight to each score throughout the process
      • Use your gut to break ties (e.g. make sure the candidate was consistent in responses through every touchpoint)
      • Define exactly what you are willing to offer (pay, vacation, etc.)
    • Recruiter’s role
      • Ensure that the manager’s decisions give fair weight to the scores
      • Advise the manager on all legal implications
      • Walk the manager through the offer process and potential challenges so that the manager has realistic expectations
  • 16. Selecting – Offer and Reject
    • Manager’s role
      • Stay out of the process (only one negotiator)
      • Do NOT communicate with any candidates
    • Recruiter’s role
      • Negotiate with most desired candidate
      • Start at a reasonable level, but not at the highest possible offer
      • Do not go beyond terms agreed upon with the manager
      • Put final agreement in writing
      • Notify manager once final, signed agreement is returned
      • Call all non-selected candidates
      • Do NOT give a reason for not being selected other than not chosen
      • Maintain positive relationship (potential future customer or employee)