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Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
Chris Hood - Setting Expectations
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Chris Hood - Setting Expectations

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I created this presentation to discuss new ways to develop relationships with hiring managers and customers in the spirit of the Jack Butler Method.

I created this presentation to discuss new ways to develop relationships with hiring managers and customers in the spirit of the Jack Butler Method.

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  • Hey Chris,

    Very interesting presentation. Have you thought about putting together a webinar? There's a great platform called www.liveninja.com that makes it easy for you to take this presentation and create a webinar.
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  • 1. Hiring Manager ExpectationsSetting, Executing and Delivering Hiring Strategies<br />Chris Hood<br />11/3/2009<br />University of Dallas Graduate School of Management<br />Involve | Influence | Invest | Improve | Inspire<br />
  • 2. Topics for Discussion<br />Establishing Expectations<br />Issues to Proactively Prevent and Avoid<br />Managers wanting to see more than 3 resumes per hiring engagement<br />Managers wanting to see additional resumes with no feedback o previous submittals<br />Managers liking someone they interviewed, but still want to see more resumes<br />Overcoming Roadblocks<br />Discussion<br />
  • 3. Establishing Relationships<br />Hiring challenges exist across many organizations<br />Function of decentralized hiring function<br />Forced change from preferred vendors<br />Dislike for reviewing resumes, interviewing and making hiring decisions<br />Disconnect occurs between what is needed and what is described in job description<br />No defined guidelines for feedback and submissions<br />How do these characteristics effect our ability to hire?<br />Recruiting focus moves to quantity over quality<br />Feedback lacing in useful information<br />Cumbersome decision making<br />
  • 4. Identifying and Understanding the Challenge<br />We just looked at 3 major roadblocks. <br />How do we prevent them from impeding the process? <br />Anticipate<br />Recognize<br />Act proactively, not reactively<br />Others?<br />
  • 5. Road Block #1You’re Doing it Wrong!<br />What does this tell us?<br />Lack of process understanding<br />Difficulty listening to advice on best practice<br />Results in tension<br />Leads to even bigger obstacle<br />
  • 6. Road Block #2Just give me a 1/3 lb of Ham<br />Often, the ideal candidate will not be identical to the job description<br />Must pose detailed questions in kick-off and calibration meetings<br />The right questions will get the right answers<br />Make the calls like an interview<br />
  • 7. Roadblock #3The Point is…Well. I don’t Know.<br />Managers often think they can do just a bit better with an additional candidate<br />Difficult for them to define “why”<br />Explanation can go in circles – with no true understanding reached<br />
  • 8. Why Does This Happen?<br />Hiring managers feel that they are experts in recruiting and interviewing<br />Managers fail to convey core necessity of a new position<br />Managers separate from hiring process<br />Leave the heavy lifting to recruiters and HR<br />Act as final authority – with limited information<br />Uncertainty of exactly what they are looking for<br />Decisions made on factors inconsequential to job<br />Lack of training on resume review<br />Decisions based on resume only<br />No attention given to cover letters, write ups or referrals<br />What else?<br />
  • 9. How Do We Prevent This?<br />Begin new relationship with agreeing on:<br />Process<br />Communication standards<br />Build confidence in hiring manager<br />Know the job<br />Understand the industry and marketplace<br />Teach and promote objective assessment<br />Be prepared to justify candidate submissions<br />Be a partner to the hiring manager<br />Team with managers to make this a mutual process<br />Let’s Discuss<br />
  • 10. First Impressions ARE Everything<br />Even the most detached HM can recognize recruiter competence and professionalism<br />Work to control the “Thin Slice”*<br />Prevent disengagement by creating positive first impression, and immediately work to overcome pre-conceptions<br />Malcolm Glad well asserts that “we think without thinking, we thin-slice whenever we meet a new person or have to make sense of something quickly or encounter a novel situation.” <br />Further, he demonstrates that, “Snap judgments are, first of all, enormously quick: they rely on the thinnest slices of experience … they are also unconscious.”<br />The notion of thinking without thinking effects a manager’s approach to hiring<br />Very important to overcome potential negative preconceive attitude towards interviewing and hiring<br />*Source<br />
  • 11. First Impressions ARE Everything (cont’d)<br />Cater first discussions to the target audience*<br />If working with an IT/Engineering manager, cater your approach to their language<br />Example: <br />A previous search was conducted for a similar role. After sourcing and screening 40 candidates, 6 were formally interviewed by the recruiter and 6 by the hiring manager. <br />This confirms trend of 3% success rate of return in recruiting (also a base standard in other areas)<br />Discuss previous search with manager, and ask the sourcing <br />Instead of asking “How can we narrow this down to a 10% success rate?”, pose the question as: “What would we need to do to increase the yield 3X, or to 10%”<br />Managers will now see this hiring process as engineering challenge – not an HR or recruiting activity<br />*Source <br />
  • 12. Use Kick-off Calls to Your Advantage<br />Establish credibility immediately<br />Research the Client and industry prior to call<br />Read and re-read the job description<br />Pre-construct questions that will uncover pertinent information about the job<br />Avoid using the Job Description as the discussion agenda<br />This often leads to “I’m looking for what it says here”<br />Relying on the document limits flow of discussion and transfer of information<br />Lead discussion on expectations – do not ask for them<br />Most managers do not come to meeting with expectations pre-set<br />This could lead to direction which is not well thought out<br />Takes away from our ability to consult and partner<br />
  • 13. Use Kick-off Calls to Your Advantage(cont’d)<br />Get the manager on your side<br />Let them talk about their favorite things (what is this?)<br />Ask them to remember the best hire they made for this role – and then discuss what made them want to interview the candidate initially<br />Discuss characteristics of top performers <br />Use a previous hire’s resume (if available) and find out what questions they would have for this person<br />Ask about the collective personality of his/her team<br />What types of people tend to do well?<br />
  • 14. Use Kick-off Calls to Your Advantage(cont’d)<br />Sell the importance of a smooth hiring process<br />Ensure sincere goal to partner with manager<br />Discuss importance of keeping with agreed-upon turnaround times for feedback and scheduling<br />Educate manager on candidate perceptions if a hiring process extends beyond reasonable time frame<br />Impart the importance of interviewing QUALITY not QUANTITY<br />Agree upon a time to re-calibrate early search results<br />Remind the hiring manager that their input to the hiring process reflects on the entire company<br />
  • 15. This is Sounds Great in Theory, but…. What is the End Goal?<br />Partner with your managers to encourage an open mind and change in their approach to hiring<br />Build confidence that you are an expert in recruiting and that you understand the industry and key components<br />Establish open communication to ensure clear, objective feedback and timely response<br />Teach hiring managers how to uncover the information they are looking for through effective interviewing<br />Create relationship where hiring manager feels like a top priority<br />Be an agent of change!<br />
  • 16. Trust, Change, Flexibility, Understanding<br />What happens when we convince our hiring managers to give up their “woobie”?<br />In the end – we want our partners to rely on us for their hiring needs<br />If they are confident in our abilities to perform, they will trust the process and participate actively<br />Result will be improved efficiency and revenue<br />
  • 17. Sources and Additional Information<br />Podcast – Dealing with “SeeMores”<br />Sales Roundup – Podcast<br />Article – Working with Technical Managers<br />How to Deal With Technical Managers and Other (Too) Bright People<br />Article – Tips for Interviewers<br />Interview Tips - For Interviewers<br />Essay – Using Assessments as Hiring Tools<br />Testing and Attracting - Assessment Tools<br />Book – Blink: The Power of Thinking Without Thinking<br />Malcolm Gladwell - Blink<br />Article – First Impressions <br />Why &quot;Blink&quot; Matters - The Power of First Impressions<br />Linked In – Industry Professionals Input<br />Q&A Topic Thread<br />

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