Hiring Manager Expectations Setting And Building Relationships

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An excerpt from a presentation I recently gave. I tried to keep it light - but with the intention of providing useful information.

An excerpt from a presentation I recently gave. I tried to keep it light - but with the intention of providing useful information.

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  • 1. Hiring Manager ExpectationsSetting, Executing and Delivering Hiring Strategies
    Chris Hood
    11/3/2009
    University of Dallas Graduate School of Management
    Involve. Influence. Invest.
  • 2. 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 o previous submittals
    Managers liking someone they interviewed, but still want to see more resumes
    Overcoming Roadblocks
    Discussion
  • 3. 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 lacing in useful information
    Cumbersome decision making
  • 4. 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?
  • 5. Road Block #1You’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
  • 6. Road Block #2Just 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
  • 7. Roadblock #3The 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
  • 8. 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?
  • 9. 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
  • 10. 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
  • 11. 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
  • 12. 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
  • 13. 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?
  • 14. 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
  • 15. 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!
  • 16. 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
  • 17. 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