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Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
Strategic Talent Acquisition Re-engineering
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Strategic Talent Acquisition Re-engineering

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- Reduce cost and time per hire and increase efficiency …

- Reduce cost and time per hire and increase efficiency
- Establish your company brand as an employer of choice
- Secure and retain the best talent
- Increase employee engagement
- Achieve a better candidate and hiring manager experience
- Improve and sustain company productivity
- Increase market presence, sales, growth, and profit!

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  • 1. Strategic Talent Acquisition Re-engineering Dan Medlin Mobile: +1 512 750 6740 E-mail: dmedlin1@yahoo.com
  • 2. Dan Medlin Talent Acquisition Manager    Education: Master of Education, Counseling and Career Guidance, Texas State University Years Experience: 24 Scope of Role: • Setting the vision for successful talent acquisition; • • • • • • and motivating, leading and training the HR team, locally and globally to engage with and deliver on that vision. Oversight of all staffing and personal attention on Priority role recruiting efforts. Improving talent-pipeline development, through connections with universities, trade groups, professional associations and networking groups. Managing implementation of, training on, access to and use of applicant tracking systems and related technologies needed for global recruiting. Managing agency/headhunter relationships and agreements, controlling cost and driving performance. Managing global recruiting data and reporting Driving the improvement and communication of our Global Employer Brand Competencies: • Staffing/Recruiting: Significant (15 years) experience in corporate, agency and independent headhunting, both local, national and global. 12 million+ Linkedin network. • HR Generalist: 5 years HR Generalist experience throughout 15 years in HR/Recruiting, including Payroll, Comp, Benefits, ER and legal compliance • Global Exp: Travel to and support remotely UK, Sweden, Germany, Switzerland, Austria, Algeria, China, Korea, Ta iwan and Singapore. • Training: 10 years early career in management role within Higher Education included training and teaching experience. Ongoing delivery of training and public speaking throughout HR career. Key Successes 2010 - 2014:  Implemented enhanced structured, behavioral interviewing based on new Samsung core values  Reduced Days to Fill by 17% in one Quarter and filled 92 positions in first 2 Quarters with Samsung.  Developed a GE Energy / Wayne global Recruiting Business Process and trained global team on strategy.  Filled 222 requisitions at an average of 60 days per requisition over 14 months using an agency in only 23 instances. Potential cost savings = $1.15million.  Enhanced Wayne’s access to and use of top tier technologies needed for global recruiting. On-boarded Sweden and China to ATS. Added capability for global staffing throughout Asia, Europe and North Africa.  Managed agency/headhunter relationships and agreements. Obtained global agreements lowering cost in Europe from 30% average fee to 20% average fee. January, 2012
  • 3. After implementing Strategic Talent Acquisition Re-engineering you can expect to: Reduce cost and time per hire and increase efficiency Establish your company brand as an employer of choice Secure and retain the best talent Increase employee engagement Achieve a better candidate and hiring manager experience Improve and sustain company productivity Increase market presence, sales, growth, and profit!
  • 4. The Essential Components of a comprehensive Strategic Talent Acquisition Program :  A full Recruiting System Assessment to identify      leaks, barriers, time-wasters and quicksand A Defined Recruitment Business Process that is Predictable and Sustainable Integration of a best-in-class Applicant Tracking System Company Branding for more effective employment marketing Well defined job descriptions which provide legal compliance and effective marketing A data repository with portal access to recruiting process forms and documents as well as policies, to prevent duplication or inconsistencies and…
  • 5. The Essential Components of a comprehensive Strategic Talent Acquisition Program : • • • • • • Pipelining/Succession Planning to maximize the utilization of current internal talent and incoming candidates A BROAD candidate sourcing strategy that includes full use of traditional and next generation (Web 2.0) techniques and tools An overall integration of pro-active recruiting strategies Training of ALL stakeholders and key players on the traits and behaviors necessary for successful recruiting Standardized, Legal and Repeatable screening, interviewing, assessment & selection processes Metrics & Reports for ongoing analysis to insure ongoing success
  • 6. What is A Recruiting System Assessment? • Assess the current model of your talent acquisition business process • Identify Leaks, Barriers, Time-Wasters and Quicksand • Analyze the cost and Return on Investment of your current strategy • Generate process maps and deliver recommendations for efficiencies.
  • 7. The Recruiting System Assessment should identify: Inefficiencies (Leaks) Barriers Time-Wasters Quicksand
  • 8. Sample Issues identified New Requirement Defined No template Job Order format, creating from scratch each time Assess Current Talent Pool Job Order Written TimeWasters No pipeline of existing talent with searchable skills, lost opportunity to promote, possib le turn-over of un-promoted talent Inefficiencies (Leaks)
  • 9. More Sample Issues Identify and Screen Qualified Candidates No access to or awareness of appropriate testing strategy Assess Skills of Best Qualified Candidates Barriers Interview Top Qualified Candidates Seeing lots of great candidates but can’t make a decision Select Most Qualified Candidate Quicksand Why this happens: • Unclear requirements •Last minute change in needs • Lack of pre-determined screening questions •Lack of adherence to screening plans
  • 10. Recruiting System Assessment: How it’s done Executive and Management Briefings  Meet with the executive leadership of your organization to develop a clearly defined and communicated strategy that illustrates the brand message, target candidates, primary sources, and desired talent profiles for the future growth of your organization.  Survey senior managers and key stakeholders to gather input on what is working and not working with the current talent acquisition strategy.  Meet with your HR and recruiting staff to gather details on the current recruiting processes, policies and practices as well as to define metrics for future assessment
  • 11. Recruiting System Assessment: How it’s done  Review all corporate recruitment policies, process documents and related material.  Review all current recruiting forms and tools  Review and document all technology employed in the recruiting process throughout the organization.  Applicant Tracking System  Web Search Tools  Document Repository  Analyze your Candidate Sourcing Strategy  Analyze your current corporate Brand for attracting and retaining employees
  • 12. Recruiting System Assessment: How it’s done Run the program! One cannot truly KNOW where the leaks, barriers, time-wasters and quick-sand are until one EXPERIENCES the program, through it’s full lifecycle
  • 13. Recruiting System Assessment: How it’s done Recommendations for Success  Prepare a comprehensive report on your current state of affairs and recruiting readiness.  Include both the current and desired models, including leaks, barriers, time-wasters and quicksand; and the appropriate responses  Assess your current state of competiveness in your industry and develop a vision of your potential.  Develop a slate of prioritized recommendations, listed as (A) critical, (B) necessary and (C) optional.  Develop a budget / estimated cost, recommended vendors (as appropriate) and expected timeline for implementation.
  • 14. Recruiting Business Process Developing, Defining, Integrating and Managing a Recruitment Business Process that is Predictable, and Sustainable
  • 15. The Recruiting Lifecycle - Philosophy Whole Life – Full Lifecycle Always recruiting “From the day we begin to market a position and source candidates, to screening, interviewing and selection, to hiring, orientation and training, through performance appraisal and career growth, and even through the process of separation and outplacement, we must continue to cultivate a positive relationship, know and be known with our candidates, market the culture and strong points of our company, identify and accentuate the candidate's knowledge, skills and strengths and inspire above-andbeyond performance.” -Dan Medlin, PHR
  • 16. Recruiting LifeCycle - Illustrated
  • 17. Sample Recruiting Framework Qualified Candidate? New Requirement Defined Job Order Written Assess Current Talent Pool No Source New candidates Past Candidates Employee Referrals Job Fairs Internet Web 2.0 Promote Employee Networking Advertising New Candidate Sourcing Yes Candidate Tracking System Identify and Screen Qualified Candidates Assess Skills of Best Qualified Candidates Interview Top Qualified Candidates Select Most Qualified Candidate Negotiate Salary and Benefits Make offer to Most Qualified Candidate Acceptance by Most Qualified Candidate Onboarding
  • 18. Recruiting Lifecycle Processes Requirements Gathering and Job Posting: Sourcing and Pipelining: • Take a thorough job order – ask 3 more questions • Use traditional and next gen tools and • Start date, budget, job description, requirements • Check your database FIRST before posting a and preferences • More information will be presented in the Job Posting discussion under Candidate Marketing strategies Cross-Polinization: • Always consider internal talent FIRST – promotes company morale and culture • More information will be presented in the section on Candidate Marketing strategies techniques job on the web • More information will be presented in the section on Candidate Marketing strategies Screening, Interviewing and Selection: • Follow your timelines and hold each other accountable • Work the requirement until it is closed • More information will be presented in the section on a Standardized Selection Process Hiring and Orientation: • Move through any background checks, drug tests or credit checks quickly and with full disclosure – be prepared with all forms and procedures immediately on selection. • • Keep rolling out the red carpet Schedule an Orientation within 2 weeks of start date, if not on first day
  • 19. Keys to Success - Know your Business  Understand your company needs, projections, future development, culture, trends and recruiting competiveness.  Meet and build relationships with EVERY hiring manager  Understand all open requirements in the organization and the priority of various recurring openings  Engage key internal talent in the recruiting, interviewing and selection process, but not to the point of slowing the process to a crawl.
  • 20. Business Process SCRUM Meetings  Daily (at beginning), then Weekly status meetings  Virtual meetings as needed  Executive Queries  Hiring Manager interviews  Team checks  Roles and Responsibilities  Accountability  Agile Processes
  • 21. A Best-in-Class Applicant Tracking System tailored to your needs Tight Budget Solutions Best in Class applications What your ATS should and should not do Cost vs. Quality
  • 22. Tight Budget Solutions Best in Class and Full Service Applications:  Inbox Recruiting:  Best in Class • MS Office: Outlook, Excel and Word • Custom SQL Server System • MS Access • ACT Gold • CATS  Brass Ring  Taleo  PeopleSoft (Oracle)  Full Service  ADP Virtual Edge  Hiredesk  PeopleClick/Authoria
  • 23. Your ATS: What should it do? What should it NOT do?  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .  .
  • 24. Cost vs. Quality  A Rose by any other name…  No test drive, no sale  Show me the carfax  Ask your gen-Y’rs to try it  Ask your Boomers to try it  Don’t buy features you will not use (and if they can’t adjust the price or drop features you can’t use – keep looking)  Do buy features you are going to need… now and soon down the road (and if they can’t tell you how soon they will integrate “planned” features you will need in the future – keep looking)
  • 25. Build your Company Brand for more effective recruiting •Boost your existing brand •Leverage internal marketing, sales and PR relationships •Enlist employees in your recruiting network •Create the public image you want
  • 26. EMPLOYER / COMPANY BRANDING  Employer branding reflects an organization’s strategy to intentionally create a specific perception of employment at the company.  Employment branding is important for companies that desire a competitive edge in recruitment and employee retention.  Employment branding helps to define corporate culture, cultivate company values and strategically deliver an organization’s message.  There are many reasons for employment branding and few, if any, reasons against it, so employers are justifiably interested in developing employment branding strategies.
  • 27. The Key Branding Questions  While there are many ways to develop them, effective employment branding strategies will require some variation on the following questions:  Are you an employer of choice?  What are the selling points of your company?  Why would a candidate CHOOSE to work for you?
  • 28. Documenting your Brand  Develop a brief statement on your history, industry, products/services.  Describe the industry experience, business prowess and personality of         your top leaders. State the core principles / values of your company. Provide the vision statement of your company How do you want your company culture described? How do various levels of employees describe working at your company… do you have some quotes, testimonials, results from employee surveys? What “quality of life” perks come with employment at your company? In what ways is your company involved in the communities where you have a presence? Generally, where do your compensation ranges fall against market rates? Provide a high-level description of your benefits package.
  • 29. Benchmarking your Brand  Have you benchmarked your company against your competition for various classes and types of employees with regard to your company culture, perks, compensation and benefits?  If yes, how do you fare?  If no, how do you think you fare?
  • 30. Showing off your Brand (pt 1)  In an interview with a new candidate who is visiting the HQ…  what features of the facility should every candidate be shown?  who are key people they should meet?  where should interviews be held?  what accommodations can be offered to roll out the red carpet?
  • 31. Showing off your Brand (pt 2) Using Social Networking Tools  Linkedin Profile  Facebook page  Twitter  Active management  Recruit networkers in the organization  Guidelines for proper social networking
  • 32. Promoting the Employer Brand  How is the message spread? - IT’S A VIRUS!!  In all your communications, especially discussion-board posts and bloggings, provide hyperlinks to company website(s) and press releases to increase viral networking  “Re-Tweet”, blog about and discuss Press Releases, public news or blog posts that contain positive information about the company  HR Generalists, specialists and recruiters should take lead in online networking and promotion of the Employer Brand  Whenever we identify other employees on networking sites, we should connect 1:1 to increase our network strength.  Employees with strong online networks (especially employees in sales, marketing, etc.) can be coached and encouraged to spread the consistent Employer Brand message. 32
  • 33. Initiating a BROAD Candidate Sourcing Strategy Using traditional and next generation techniques and tools, including best practices in: Well-defined Job Descriptions (legal and effective) Sourcing Web mining Job posting Networking with User Groups Hosting and Attending Events Job Fairs Targeting passive candidates
  • 34. Changing the Mindset…. Posting Job Openings Passive Proactive Waiting for Applicants Screening and Selecting One Net Hire Targeting Talent Networking and Pipelining Corporate Farmer Agency Hunter Referrals and Marketing / Branding Candidate Pipeline
  • 35. Building the Pipeline…. University Visits Networking Database Searches All candidates apply online, feed ing into the ATS Marketing Candidates in the Pipeline (ATS) Referrals
  • 36. Job Postings  Draw in candidates to pipeline  Sell Company – add sizzle  Thorough, but no red tape language  Nice-to-have vs. Must-have  Post the compensation range  Detail the benefits  Sell the longevity  Include EEO and VETS compliance statement  No discriminatory language: implications toward age, race, gender, etc.
  • 37. CANDIDATE SOURCES  Internal promotions or lateral moves  Referrals  College, University and Trade School recruitment  Professional Associations  Web Sites/Job Boards  Other Web Resources  Web Mining
  • 38. Cross Polinization  Consider internal candidates first  Consider training and promoting from within first  Consider relocations across the enterprise vs. the cost of hiring and training locally  Every candidate/resume has potential value, as a future hire or to refer elsewhere within the organization or to vendors, partners or business network contacts
  • 39. Referrals  References  Referrals from Placed Candidates  Ask for 3 names from every start  Outplacements  2nd choice candidates
  • 40. Professional Associations  Software User Groups  MeetUp groups  Linkedin Groups  PMI chapter  IEEE Association  Credentialing groups  Tech Groups  Management, Marketing and Finance Networking Groups  Colleges/Universities  Trade Schools  Training Firms Sources for both passive and active candidates, as well as referrals.
  • 41. Major Web Resources Job Posting / Candidate Social and Business Database Sites Networking Sites  Monster  LinkedIN  CareerBuilder  FaceBook  HotJobs  Xing  Indeed FREE Job Posting / Candidate Database Sites  State Workforce Commission  American Jobs  CraigsList
  • 42. Utilize the ATS Fully utilize the rich features of your Applicant Tracking System  Candidate Database  Searches and Agents  Auto-Notifiers  Screeners and Filters
  • 43. Web Mining  Googling  Conference Websites  Associations  User Groups  Diversity Groups  Blogs, Chat groups Social and Business Networking Sites  LinkedIN  Naymz  Plaxo  Xing  Twitter  FaceBook
  • 44. Online Networking…. 7 Basic Rules for Successful Online Networking 1. Choose the right tools       Linkedin is #1 in the world for business professionals who are networking Facebook is considered mostly social, but is the #1 tool for reaching millennials Xing, Viadeo, Naymz, Meetup, and others are helpful if you can manage the time Use YouTube to release approved video content – “day in the life” or “community impact” Twitter is an essential tool for fast messaging to your network Wordpress is an excellent site for an external blog. 2. Create and complete your profile, with photo and your professional summary and title. Use language from the Branding info provided by the company. Connect / Hyperlink your profile to the company profile and company affinity groups. 3. Search and find people you know, professionally and socially, and get connected. Search and find all coworkers and get connected. 4. Make recommendations of good professionals you know. Get 3+ recommendations for your professional career from past managers and peers 5. Join groups related to your interests, your location and the business of our company. Join groups where you can find candidates we need. 6. Be a “good citizen”: (kind, helpful, positive, avoid controversy) 7. Stay active as time permits: (participate in discussions, keep connecting, “meet” potential candidates and send them info on the company.
  • 45. How do I RECRUIT on Linkedin ???  It begins with having a good network  Market job in your status update  Search your network for matching candidates and send them an intro to the job and a link to the job posting  Ask your network for referrals by sending the same content.  Join the right groups  Most groups have an internal job board and you can post an intro to the job and a link to the job posting there, FOR FREE.  Target groups that are geographically and professionally aligned to the job.  Buy a Linkedin posting for prominent jobs, or “hard-to-fill” jobs.  Cost ranges from $35 to $199 USD – reasonable.  Postings are good for 30 days  Good response rates are expected  Set the Applicant Routing on the job posting to the GE Career site so that applicants apply there and instruct them not to email you directly. Your posting should link to the company profile for consistent branding. 45
  • 46. Passive Candidates  Competitors’ Talent  Corporate Directories  Conference Attendance Lists  Card Drops  Company hit lists from clients and candidates  The party invitation  Private happy hour  Networking lunches
  • 47. Plan for Succession by Pipelining current talent and incoming candidates Build and fill an efficient entry level pipeline Develop leadership and technical pipelines
  • 48. Your Talent Pipeline  Utilize that ATS  current talent and incoming candidates  Self register all current employees  Scrub your data  Build and fill an efficient entry level pipeline  Develop leadership and technical pipelines
  • 49. Cross Polinization  Consider internal candidates first  Consider training and promoting from within first  Consider relocations across the enterprise vs. the cost of hiring and training locally  Every candidate/resume has potential value, as a future hire or to refer elsewhere within the organization or to vendors, partners or business network contacts
  • 50. Leadership Development Create Time in Workflow and Work Week to connect with team to: • Mentor • Guide • Advise • Equip • Resource How am I mentoring this team? Eng 1 Escalate issues and requests as needed Eng 2 Team Lead Eng 1 Eng 1
  • 51. Promotion Plans Senior Manager • Increase opportunities for advancement • Provide additional challenges for better talent • Increase engagement and retention • Allow for more hiring at lower levels New Leaders will: Manage People Build Technology Improve Processes Manager New Layer Project Lead (Eng 3) Manager Technical Lead (Eng 3) Team Lead (Eng 3) Engineer 3 Engineer 3 Engineer 3 Engineer 2 Engineer 2 Engineer 2 Engineer 1 Engineer 1 Engineer 1
  • 52. Traits And Behaviors for successful recruiting become a STAR (Strategic Talent Acquisition Resource) Dedicated Recruiters HR team Hiring Managers Interviewers
  • 53. Dedicated Recruiter STARs What you need to do: •Sell your company brand •Know your business (technology, processes, future) •Eliminate unmatching candidates fast and bring in matching candidates just as fast What you need to be: •A good salesperson … Enjoy selling … good humor and conversation •Smart, able to grasp complex concepts quickly and train others •Strong sense of URGENCY
  • 54. Salesperson Mediator Coach Match-Maker Advocate Curious Process-Driver Problem-Solver Sense of Urgency Root-Cause Recruiter DNA
  • 55. Recruiter Whiteboard Job Number Location Title Hiring Manager Top Candidates Action To-Do 1431685 Shanghai Software Engineer LeiLei Multiple Keep on COE – 30/week 1423573 Moscow TRS Manager Peirce Elena, Sergey Video Interviews 1423995 Moscow Regional Sales Manager Tracey Vladimir, Andrei Video Interviews 1480165 Austin VP Operational Excellence NHT Frank, Ricky, Ignacio Onsite interviews 1475761 Austin Lead Software Engineer Turner Andersen Offer A physical whiteboard is useful to have in front of your eyes throughout the day to remind you of your priorities. You might also rely on your ATS Open Jobs screen, but I prefer to have both.
  • 56. Daily Recruiting Team SCRUM Meeting •Daily / regular status meetings •Review of openings and assignments •Hiring Manager feedback •Teamwork requests •Back up requests •Roles and Responsibilities •Commitments and Accountability •Agile processes needed
  • 57. Daily Mantras • If the hiring manager does not know that you worked on his job today, then your work is not done today. • The compensation conversation begins with the first candidate call, and continues until the offer is accepted. • Address Red Flags early • High maintenance candidates will be high maintenance employees • Always Be Closing • Time kills deals
  • 58. HR team STARs What you need to do: •Keep the Process Moving •Get it all down – log your notes, get the data – get it in the ATS •Roll out the Red Carpet What you need to be: •Detail Oriented •Methodical •Chronological •Happy to be part of the process!
  • 59. Hiring Manager STARs What you need to do: •Select top talent for your team •Know your business (technology, processes, future) •Eliminate unmatching candidates fast What you need to be: •Cautious but sure of your needs •Aware of all the company’s lines of business and ventures •Strong sense of URGENCY – be ready to move on a good candidate
  • 60. Interviewer STARs What you need to do: • Ask open ended questions • Listen and be patient • Smile, connect with candidate You are the front door to the company What you need to be: • Patient • Not Self-Centered • Interested in the best interests of the company Hiring Managers must screen and select potential interviewers based on these criteria
  • 61. Legal Compliance – do’s and don’ts in the interview Do:  Once the list of job-related interview questions is created, use it consistently     for all applicants for the same position. Try to first put the applicant at ease with introductory and welcoming remarks. Ask open-ended questions which focus on behavioral descriptions rather than simply "yes or no" questions (i.e. have them describe a work situation in which they handled stress well rather than just asking if they can "handle stress well"). Listen; don't do all the talking. Stay away from questions that have more to do with personal lifestyles than job experience - phrase the question so that the answer will describe on-thejob qualities instead of personal qualities - if the question is not related to performance on the job, it should not be asked. Copyright © 2008, Society for Human Resource Management
  • 62. Legal Compliance – do’s and don’ts in the interview Don’t Discuss:               Age Arrest record Association with present employees (unless brought up by candidate) Bankruptcy and credit affairs Citizenship Disability Driver's license Educational attainment – accept as pertaining to posted job requirements and what candidate lists on resume Emergency contact information - unnecessary at the application stage English language skills - only ask if it is a requirement of the job Height and weight Marital status/name changes/spouse/children Organization or club membership Race, color, religion, sex, or national origin Copyright © 2008, Society for Human Resource Management
  • 63. Behavioral Interviewing  Behaviors and Traits defined  Behaviors  Traits -  Questions that net behaviors and questions that net traits  Open – Ended Questions
  • 64. Let’s Get Real … Specific  Ask about and document specific examples of what the individual has done and the results achieved.  Be wary of responses that contain little substance.  Vague statements (fluff)  Opinions  Theoretical or future-oriented statements  “would do,” ”would like to do,” “would have done”
  • 65. Open Ended, Behavioral Questions  Behavioral Interviewing: Goal is to elicit actual behaviors – past efforts that relate to the job.  Ask Open-Ended questions  Begin with:  Tell me about a time when you…  Give me a specific example of a project in which you…  Probe with:  Tell me more about that example  I’d like to hear more about that project  Take notes, but give visual (nods) and verbal (ah) cues that you are listening and want to hear more  Be prepared to interrupt when the story goes off track
  • 66. Behavioral Interviewing  Truth-Test 1: 3 versions of the same question  Truth-Test 2: Candidate ownership of responses  Truth-Test 3: Ranking, rating and weighing
  • 67. Successful Interviewer  Bleed your company colors  It’s not about you, it’s about the candidate  It’s about the Questions  Mirroring and Matching  Open Ended Questions  Questions that avail much  Columbo techniques
  • 68. Closing Skills  Getting off the bunny trails  Pre-closing techniques for candidate buy-in  Locking down the dollars  Pre-offer language, what to say and what not to say
  • 69. SELECTION  Prepare to make a choice  Contribute to the selection… and what it costs if you don’t  Speed-to-market demands
  • 70. Initiate and maintain a Standardized Selection Process that helps you: •Establish legal, repeatable processes •Screen, interview, assess, and HIRE
  • 71. Legal and Repeatable  Equal Opportunity  Up Front with Candidates  Eliminate Fast  Follow your processes  Train every person in the system  Document all of your safe-guards, all of your QA
  • 72. Legal Issues Related to Pre-Hiring Background Checks • If you decides not to hire a candidate because of a background report, you must give the candidate a pre-adverse action disclosure that includes a copy of the report and a copy of their rights. • There is some information that cannot be disclosed under any circumstances. School records are confidential and cannot be released without the consent of the student. Candidates must pre-authorize a request to check their educational experience. • You cannot screen out a candidate who has filed for bankruptcy, however, bankruptcies are a public record. • Laws vary by State on checking criminal history. Generally, you may ask about FELONY CONVICTIONS within the past 10 years and verify this information through a criminal background check. • Employers cannot request medical records and may not make hiring decisions based on an applicant's disability. You may only inquire about ability to perform a certain job. The same holds true for Worker's Compensation. • The military will disclose name, rank, salary, assignments and awards. • Driving records are not confidential either and can be released without consent.
  • 73. Speed to market demands • Touch candidates 72 hours from application • Phone Screen selected candidates ASAP • Schedule F2F interviews with selected candidates within 5 business days of Phone Screen • Schedule 2nd interview with selected candidates within 2 business days of 1st F2F. • Conduct Reference checks immediately on all candidates selected for 2nd interview (or, on all candidates given 1st interview)
  • 74. Screening • Use your applicant tracking system – log all notes, fill in all • • • • • fields Select matching candidates early and move them forward fast Conduct an initial phone screen with every matching candidate, no matter how painful. Gather the basics, but ask many open-ended questions Let your candidate talk – it can be revealing Remain legally compliant
  • 75. Assessments •Never assume the resume is accurate •Check certifications, education and references •Test every candidate on their technical skills • Have technical staff develop your test, or use common tests on the web such as BrainBench • Do not ask candidates to do work for you – make tests relate to solutions different, yet similar from your company’s solutions •Sample sources of Technical Assessments on the Web • Brainbench.com • Proveit.com, • International Knowledge Management (www.ikmnet.com),
  • 76. Locking Down Candidates on Compensation Locking Down Candidates on Compensation Job Requisition Screening •Compensation study run against market data and internal equity •Determine Job Level / Grade, Incentive Eligibility (if any), and secure approval from Compensation •Budget and ranges are agreed so that recruiter can negotiate with selected candidates •Acquire precise information on current compensation and benefits •Discuss candidate expectations for future compensation •Assess whether candidate should be pursued further based on data •After candidate sees company and understands the job, clarify compensation again… current and expected. Interviews Follow-up Offer •While interviews are ongoing with other candidates, continue to communicate with top candidates •Ask top candidates about other opportunities they are pursuing and projected compensation with those other opportunities •When near time to make offer, open a conversation about the offer you expect to extend (“float the offer”) to get candidate feedback •Pre-negotiate salary (with no obligation on either side) and discuss details such as benefits, perks, hours •HR authorized to make offer within pre-determined range – no additional approvals necessary. •Extend the offer with the best terms possible according to pre-negotiating discussions. •Leave room in offer to offer a little more on salary or benefits if needed. •Close the candidate and secure a start date as soon as possible.
  • 77. Pre-Selection Reference Checks  Please describe your professional relationship with the candidate  How long have you known the candidate?  What job did the candidate perform?  What can you tell me about the candidate’s knowledge and performance in this position?  In your opinion, what are the candidate’s three most important strengths? 1. 2. 3.  What were the candidate’s key achievements while reporting working with you?  What would be an area you feel the candidate could improve and develop for future career growth? (weaknesses)  Would you like to add anything else?  If an appropriate position were available within your organization, would you recommend the candidate for hire or re-hire? 77
  • 78. Pre-Hiring Checks and Balances If you do:  Background Checks  Drug Tests  Credit Checks Resources Available:  www.skillsurvey.com  www.hireright.com  www.choicepoint.com  www.hire-safe.com  www.infocheckusa.com It Must Be:  Post-Offer  Bona Fide Need  Candidate Authorized Timeline  Candidate authorizes on application  Submit for checks within 24 hours of offer  Demand your provider provide results within 3 business days, or switch
  • 79. Selection • Move fast • Prepare to make a choice • Interviewers present immediate feedback – it is the most reliable and actionable information. • Either the recruiter or the Hiring Manager must gather feedback from each interviewer immediately, document and log that feedback and compare it to previous feedback • Have the offer letter drafted and ready to execute for every 2nd interview
  • 80. Chart essential Metrics •To gain valuable candidate feedback •For ongoing analysis/process improvement •And discover trends that help/hurt your efforts
  • 81. Metrics for Success  Vacancy Rates as a percentage of totals  Annualized Voluntary Turn-over  Voluntary Turn-over as a percentage of total  Average tenure for voluntary turn-overs  Requisitions Closed per Month  Internal Transfers  Cycle Times for Recruiter Review, Background checks and Manager Review  Total Cycle Time for Hiring  Total Cost per Hire
  • 82.  Success with Key or Critical Positions vs. All Positions  To be defined as a “key” or “critical” position, the requisition should provide a “yes” answer to at least 3 out of the following 5 questions: 1. 2. 3. 4. 5. Does this position report to a President, VP or Director? Does this position have more than 10 direct reports? Will this position be working on a mission-critical product, event or service? Will this position directly impact the bottom-line P&L of the company? Does this position require skills that are in high demand in the target market-place?
  • 83.  “Quality” of hire  Measured by a questionnaire sent to the hiring manager 30 - 60 days after the start date.  The questionnaire will ask the HM to quantify his/her satisfaction with the skills, experience, fit and potential of the candidate hired, in comparison to other candidates considered in the process.  HM Process Satisfaction  using the questionnaire referenced above, we will ask the HM to quantify his/her satisfaction with the recruiting process, and solicit comments for future improvements.
  • 84.  Diversity of hire  Determined by each region’s diversity goals  Usually reflected as the degree to which the hired candidate differs from the gender and ethnic make-up of the region in which they have been placed.  Can also be a simple Y or N… Is this a Diverse Hire?
  • 85.  Over/Under Salary:  We will calculate a direct dollar figure for how much the hiring salary was under or over the target salary on the requisition.  This measurement will tell us  how effective we are in identifying the right talent at the right cost,  how effective we were in setting expectations for the level of talent we needed for the position, and  how effective we are in determining the market pricing on a role.
  • 86.  Offer to Acceptance Ratio:  We can also track the number of counter offers or rounds of negotiating we have to complete before securing acceptance of a target candidate  The goal is typically 1:1 on each req.  The closer to 1:1 we are, the better we’ve done in answering all questions during the process and making a direct match between what the job can offer and what the candidate requires.
  • 87.  Do we know our Headcount Needs for 2014, 15, 16?  Do we know the talents / skills we will need going FORWARD…?  How can we begin now to answer these questions and start cultivating internally and pipelining externally, that talent?

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