General Protocols.. Mobile phones are for Your convenience Not for Other’s convenience Disconnect to Connect(C) InsightHR, www.insightHR.co.in Prepared by, Kaushal Mandalia (kaushal@insightHR.co.in, +919825300447)
What is the output of Best Hiring???? Hiring is like Creating the Best Orchestra…!!! Yanni(C) InsightHR, www.insightHR.co.in Prepared by, Kaushal Mandalia (kaushal@insightHR.co.in, +919825300447)
Why Hiring Important?“Your success as a manager is simply the result of how good youare at hiring the people around you.”“Finding the right people is the single biggest problem inbusiness today.”
Learning outcome of the WorkshopAfter attending this program,You will be able to Understand the steps for scientific recruitment process. Practice and master those steps. Find out contradictory evidences which can help to take betterrecruitment decisions. Screen the candidate effectively and reduce overall recruitment cost
How we will Achieve this…??Learning by DoingLearning < Doing
Defining Today’s JobOLD New Knowledge, skills, abilities Competencies Jobs defined as “bundles of Jobs defined by tasks” competencies Employees perform strictly Jobs are flexible definable tasks
Defining Qualification StandardsOld New Time Served Whole person competency- Occupation-specific based approach Minimal Requirements Optimal Profile Limited assessment options More assessment options Limited career mobility Encourages career mobility
Bad Hire…. Not a Team Player Un LacksProfessio Skills nal Bad Hire Part of Not my the job Problem syndrome
Good Hire … Ideal Candidate Able and Suitable Teamwork Willingness Ideal Candidate Problem Professional Solving Behavior Attitude
Foundation of Hiring Why •Why you want to hire candidate? How •How you make sure that you get the candidate as per your needs… as per your expectation for specific outcome? What •What you will do now to complete your hiring process
Hiring Process1 • Identify Requirement2 • Post Job Advertisements / Ask for References3 • Screen Applications4 • Call for Interview5 • Select and Offer
Two ERRORS PossibleRecruiting theWrong Person Missing out Recruiting the Right Person
Leniency ErrorIt has been experienced that if the candidate is known to the interviewer,there may be a tendency to rate him / her higher than the deservinglevel. In cases where the Interviewer is conscious about the above aspect,he is also likely to rate lower than what he should.
Error of ContrastSome Interviewers tend to compare some traits shown by a particularcandidate with their own and may thus assess them in the reversedirection e.g. an interviewer with good application expertise may assesscertain candidates as low in that quality when he compares suchcandidates with his own capacity.
Error of Central TendencySome interviewers may hesitate to use the wide range of rating scale.They may also at times hesitate in giving bold judgments and thereforetend to keep the candidates as border line cases, as the interviewers arenot confident / sure about their assessment and are therefore unable tomake up their minds.
Halo Horn Effect An interviewer may initially acquire a general impression about the candidate asbeing either good or bad, and the same impression continues to result in what iscalled the halo or horn effect. As a result, the candidates are assessed at higher or lower levels than what theyactually deserve. Affirming the suitability of a candidate based on one particularbehaviour or attitude (e.g. – If the candidate comes on time, is well groomed andspeaks in a mature manner – many of us tend to assume that he is potentially agood material for the position being considered for), must be avoided
Contagious Bias Personal likes and dislikes, preferences and prejudices of the Interviewer may alsoaffect the rating of the candidates and give them higher or poor grading in somequalities, which they may not actually deserve.
Mistake 1We want the person who just left the job
Mistake 2References are taken as a “tick box” exerciseThere is NO better way to really find outabout an employee than to find out howthey performed in a previous job. This willbe much more reliable than any interviewprocess.
Mistake 3Not selling your company brandYou may think you are the best company towork for but without providing a greatimpression and an engaging interviewer to acandidate, they won’t feel the same. First Impression is Critical
Mistake 4The Line Manager is not actively involvedEveryone says their staff are their mostimportant resource but how many times isthe recruitment left to the HR/ recruitmentdepartment? You will get out what you putin. Have the prospective manager involved from the start.
Mistake 5Out of date, too narrow or too vague job specsSpecific Job Description helps you to arriveat a right application at the first placeStop re-hashing old job specs and work out competencies of the role.
Mistake 6Over-interviewingInterviewing a candidate more than 4 timesgenerally means that you are not doinginterviewing effectively. Interviews alone onlyhave a 30% accuracy.Try other assessment methods: Group role-plays Psychometric tests Presentations Exercises
Mistake 7Delaying the Recruitment ProcessDon’t start the process until you cananswer the question “if I saw theperfect person tomorrow would I hirethem immediately”.Delaying the process sends all the wrong messages to candidates.
Mistake 8 Under-utilising your own people to source candidatesThe best hires are generally referrals fromsomeone who has worked for or withsomeone. Ensuring there is a constantpipeline of referrals is critical to find greattalent for your organization. Network your own organization and contacts.
Mistake 9 Over stating the roleIf you mis-represented the role at the start,you may hire the person but they won’t stay.You have already broken the psychologicalcontract with the employee. They maydis-engage from the start.Be open and honest about therole from the beginning of thehiring process.
Foundation of Hiring Start with Why Stephen Covey
Step 1 : Why Critical AttributeWhy for the Post • Goal • Competencies Required for • Vision the profile • Attitude
Benefits of Critical Attributes They improve accuracy in assessing people’s suitability or potential fordifferent jobs. They facilitate a closer match between a person’s skills and interests andthe demands of the job. They help to prevent interviewers and assessors from making “snap”judgments about people or from judging them on characteristics that areirrelevant to the job in question. They can be used to structure the full range of assessment techniques –interviews, tests, group processes and psychometric testing.
ExampleCritical Attributes for the position of Marketing Head / Sales Head /Distribution Head Knowledge of Product / Process Relationship Management Skills Sales Ability Team Approach
Step 2 : Prepare for Interview know the critical attributes of the post that is to be filled. scrutinize the CV of the candidate. Stage managing the interview in terms of location, seating, deciding onthe strategy of the interview including the questions to be asked to verifyfacts, fill in gaps in the CV etc and go into depth of the stated area ofexperience.
Remember…KNOWLEDGE OF PAST BEHAVIOR ISTHE SINGLE BEST PREDICTOR OFFUTURE BEHAVIOR. IT PAYS TO GAIN BEHAVIOR.AS MUCH OF THIS PAST BEHAVIORALKNOWLEDGE.KNOWLEDGE.
Assessing CVLook at the CV StructureRead InformationIdentify Gaps and Inconsistencies in CVEstimate the Avg amount of time spent on each jobJudge whether candidate is making a logical career move
Screening Process Use Critical Attributes Shortlist Candidate for Interview Rejecting the Candidate Send the information of acceptance / rejection to all candidates well inadvance
Arranging InterviewFlexible ScheduleStaging InterviewScheduling and Timing InterviewsLocation and SeatingPrepare yourself.
Profile of Good InterviewerPersonal Qualities Experience Job Knowledge Interest in People Exp of Different Jobs Ability to grasp total Reserved and Modest Exp of People picturePerson Maturity Sense of Relevance Empathy Adaptability / Strength to control Warmth and Sympathy Acceptability interview Lack of Prejudice Consistency of Judgment Systematic Approach Sincerity Neutral Ability to Encourage Good Humor Good Reaction Control Good Listener High Intelligence
Step 3 : Conducting InterviewFew Practical Hints•Facial Expression of Interviewer•Effect ofVoice •Not too loudly •Should use all range of voice•Lubrication / Reinforcement •Positive Comments –Verbal / NonVerbal•Effect of Playing down unfavorable Information •Playing down on his difficulties / problems•Contradictory Indication•Honesty•Listening•Interviewee is your brand Ambassador…. So have empathy and treat themdiplomatically
80 : 20 Rule You Speak for 20% of the Time LetCandidate Speak for 80% of the time
Interview ProcessEvaluate the Applicant To form an impression of candidate’s personality and abilities Remember that the “Best” candidate may just be good at interviews Be aware of any prejudices that may color your first impression of them An unfavorable impression is hard to change once formed, so it is yourresponsibility to give a good impression of yourself and your company.
Interview ProcessCover all Facts Check the facts in CV Ask detailed questions regarding their education, their work experience, and theirother job related skills
Interview ProcessSpotting Gaps in Candidate’s Employment find out reasons for gaps in a candidate’s employment history But do not turn yourself in an Investigator Ask the candidate open-ended questions about any gaps and why they occurred Focus on how the candidate used the time between periods of paid employment…this will give a clue to what motivates them, their aspirations etc
Interview ProcessAssessing Abilities In certain cases, the extent of a candidate’s qualifications may be sufficient togauge his / her ability to do the job, assuming that the qualifications areappropriate and have been kept up to date. I n most cases, however, relevant or associated work experience is considered to be amore valuable indication of skill and aptitude. Your job as an interviewer is to assessthe candidate’s professional, technical, and practical abilities using all theinformation available to you.
Assessing Candidate’s SkillsOrganizational SkillsDoes the candidate display signs of being well organized andmethodical?Ways to AssessAsk about the candidate’s attitude to tidiness. Find out how they preferfiling systems to work, and ask them how they might start to organize ahypothetical project.
Assessing Candidate’s SkillsAnalytical SkillsHow well can the candidate analyze business situations and how quicklythey can come up with the best solutions?Ways to AssessAsk for examples of their problem-solving ability. Describe a difficultsituation and ask them to pick out the key points and come up with apotential solution
Assessing Candidate’s SkillsDecision Making SkillsHow well can the candidate make difficult decisions, and how quicklycan they implement those decisions?Ways to AssessAsk for examples of their problem-solving ability. Describe a difficultsituation and ask them to pick out the key points and come up with apotential solution
Assessing Candidate’s SkillsSocial SkillsWill the candidate get along with the superiors, colleagues, andsubordinates with whom he / she will be working?Ways to AssessAsk about the candidate’s experience of teamwork. Do they prefer towork alone or in a team? Ask them how they would handle ahypothetical problem with a colleague.
Assessing Candidate’s SkillsCommunication SkillsHow efficient is candidate in communicating clearly and confidently?Ways to AssessAssess the candidate’s verbal skills from the interview itself, then askabout their written ability. Have they written lengthy reports? Can yousee them?
Questioning Skills, Patterns & StructureAsking Right Question in Right Manner Can I smoke while I pray ORDo not use Leading Questions Can I pray while I smokeQuestioning PatternBroad / Open Ended Probe Narrow Close Summarize
Open Ended QuestionKipling’sFive honest Whatservingmen Where WhenThey encourage thecandidate to open up, Howthink, talk at length,and enable you toobserve a candidate’scommunication skills Whyand elicit detailedinformation.
Close Ended QuestionsUse them to clarify unclear 1 • Do you….points, for example, “ Canwe expect you to join us at 2 • Did you….Chennai on 20th October?”These questions are also 3 • Can you….useful for seekingconfirmation of details of a 4 • Will you….candidate’s CV. 5 • Should you… 6 • Would you…
Prompting / Encouraging ExpressionTell me ….Describe….For example?For instance?In what sense?How come?In simpler terms?
Characteristics of Good QuestionPurposefulRelevantClear and ConciseLimited to one ideaNeutral in tone and substance
Question Coverage What Questions : Elicit information about knowledge, facts / data, opinions Why Questions : Analytical Skills, reasoning, logic etc. ( What else…, Howelse…,Where else …..) How Questions : Knowledge of functional skills, process / steps
Interview FunnelStart with open Ended Question Narrow down to specific area How did the person go about it Find out motivation Achievements Summarize
Controlling an InterviewControlling the Flow of InformationHandling CandidatesSilence is Golden
Closing an Interview All interviews should be brought to a polite but unhurried conclusion Inviting Questions : ask the candidate if they have any questions Encouraging Questions : : If a candidate is stumped for questions to ask, and youdo not think they are suitable for the vacancy, thank them, and close the interview Tying up Loose Ends : At the end of an interview, check that you have found outall you need to know about a candidate
While Training is onlyShowingthe path, Walking on to it should be your Choice