Hiring Manager Expectations Presentation 11 3
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Hiring Manager Expectations Presentation 11 3 Hiring Manager Expectations Presentation 11 3 Presentation Transcript

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