Redundancy - building for the future with today's available talent
Upcoming SlideShare
Loading in...5
×
 

Redundancy - building for the future with today's available talent

on

  • 1,119 views

Selected companies are using this time in the economic cycle to strategically acquire great talent. We are seeing this across a range of companies, small, medium and large, and in all sectors in which ...

Selected companies are using this time in the economic cycle to strategically acquire great talent. We are seeing this across a range of companies, small, medium and large, and in all sectors in which we work - medical devices, pharmaceutical, and FMCG.

Companies need top talent to meet their business goals, and today more top talent is available as a consequence of redundancies. The economy will rebound and growth will recommence. Smart companies are building for the future with today’s available talent.

In this presentation I'm going to provide specific interviewing tips, centered around the concepts of Emotional Intelligence, to use when assessing candidates who have undergone a recent redundancy.

Statistics

Views

Total Views
1,119
Views on SlideShare
1,118
Embed Views
1

Actions

Likes
0
Downloads
24
Comments
1

1 Embed 1

http://localhost 1

Accessibility

Upload Details

Uploaded via as Microsoft PowerPoint

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
  • Nice
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

Redundancy - building for the future with today's available talent Redundancy - building for the future with today's available talent Presentation Transcript

  • Redundancy – Building for the future with today’s available talent July 2012 Dr Glenn Carter
  • Redundancy – Building for the future with today’s available talent Selected companies are using this time in the economic cycle to strategically acquire great talent. We are seeing this across a range of companies, small, medium and large, and in all sectors in which we work - medical devices, pharmaceutical, and FMCG. Companies need top talent to meet their business goals, and today more top talent is available as a consequence of redundancies. The economy will rebound and growth will recommence. Smart companies are building for the future with today’s available talent.
  • Redundancy – a range of emotions Anger, frustration, sadness Excitement, hope and a sense of opportunity How candidates handle their world at this time is a very strong indicator on how they may handle other deeply complex and emotionally charged situations in the future.
  • Identifying candidates with the skills to deliver in a changing environment When headcounts are limited and hiring justifications more complex it’s important to ensure that the new person: gets on with others; can take feedback and improve immediately; can handle stressful situations; doesn’t get angry and mad when the going gets tough; can work under pressure with multiple demands; can consistently achieve outputs despite obstacles and setbacks. Interviewing using Emotional Intelligence (EI) questions can give invaluable insight.
  • A group of 5 skills that enable people to maximize their performance• Self-Awareness• Self-Regulation• Motivation• Empathy• Social skills Self-Awareness, Self-Regulation, Motivation – determine how people manage themselves Empathy, Social Skills – determine how relationships are handled
  • Interviewing for theEI Self-Awareness Competency
  • Self-AwarenessCandidates with a high level of self awareness know theirstrengths and weaknesses; they take feedback and improve; andthey reflect and learn from their experiences.“Tell me about the feedback you have received during recentperformance reviews” will provide current examples in theperiod leading up to the redundancy.Responses such as “During my performance review mymanager said that I hadn’t reached my goals but that wasn’tfair because I wasn’t given the support I needed”, areexhibiting blaming behaviours and don’t possess high levels ofself-awareness.A stronger response would have been: “From my performancereview I learnt that I needed to increase my connectivityacross the company and involve others in my projects”.
  • Self-Awareness“What has been your most valuable learning experience during the last year?”A response like:“I’m always learning and the most important lesson learnt this year was to always be close to customers. I thought that I had a strong relationship with a major account but when we lost them I realized that I should have done more”,shows a higher level of self-awareness than“I’ve got 20 years experience in the area and with this I focus on teaching more junior people about the market”.
  • Self-AwarenessFurther questions:“What are your strengths and areas for development?”“How do you feel when you receive feedback?”“Tell me how you have contributed to the business goals of your previous employer?”“Since your redundancy what have you done to further develop your skills?”
  • Interviewing for theEI Self-Regulation Competency
  • Self-RegulationCandidates who are highly self-regulated controltheir emotions.They can handle change and ambiguitycomfortably and stay composed and positiveeven in trying moments.When under pressure they think clearly and stayfocused. They can handle multiple demands andtheir responses are fluid and adaptable.
  • Self-Regulation“What did you say or do when you heard about yourredundancy?” could elicit responses such as: “I was angry, really angry and I still am. It wasn’t fair, Icontributed so much to that company; they took all my ideasand contacts, and when they wanted to save some money Iwas told that I was no longer needed. I never want to work fora large organization again if that’s how they treat people,” versus“It came as a shock of course, but it’s happening in so manycompanies, so really it wasn’t that much of a surprise. I’vedeveloped some great skills over the years and I can transferthem to another company or another sector. It really is anopportunity to broaden my career”.
  • Self-RegulationFurther questions“In tough economic times, when there are increased demands to deliver, how do you handle stress?”“Tell me about a time when you were required to manage change”“When you are under pressure how would your colleagues describe you?” “Why is this?”“Similarly, how would your previous manager describe how you deal with pressure?”
  • Self-RegulationWhen interviewing under the Self-Regulation dimension check forcertain behaviours to ensure they won’t surface in a newenvironment. Probe with questions like: “How did that makeyou feel?”; “How did you react?”, “Why was that?”, “Inwhat other situations do you react like that?”.In today’s fast-moving, ever-changing economy companies needstaff who can work effectively with others and collectively seekout new opportunities. The world is going to be a rocky place fora long time and companies need employees who are highly self-regulated and who can manage their emotions during trying anddifficult times.
  • Interviewing for theEI Motivation Competency
  • Motivation Candidates who don’t have a job are motivated to get a job. That’s why it’s necessary to understand what type of role they truly want and to ascertain that they aren’t accepting your offer just to pay the bills.
  • Motivation“Why do you work?”From the responses given, probe and probe.“I work so that I can contribute to the goals of the organization”.Follow up with: “What do you mean by contribute? What can you contribute? How will you do this? What results will you deliver? How have you delivered these results previously? When you are doing this how does it make you feel? Why do you feel like this? If you are not contributing how do you feel? Why is this?”….and more.
  • Motivation“Why do you want this job?” and probe and probe and probe on the responses given.Many candidates will respond with what ‘sounds good’.Only with deep questioning will the underlying motivators be revealed.And understanding these motivators is necessary in determining alignment and fit.
  • MotivationFurther interview questions:“Today’s economic environment is very volatile – how do you overcome obstacles and setbacks?”“How has the redundancy affected your motivation?” “What are you doing about it?”“Tell me about a time when you have acted on opportunities”.“What drives you?” “Tell me why this is important for you”.A candidate’s underlying motivators will guide them to reach goals; and in today’s turbulent economic environment available headcount needs to go to upbeat, positive, optimistic contributors.
  • Interviewing for theEI Empathy Competency
  • Empathy Candidates with a high Empathy score understand others and take an active interest in others’ developmental needs. They are great team players because they are attentive to emotional cues and listen well. Showing sensitivity they understand others’ perspectives, their needs and feelings; and relate well to people from different and varied backgrounds. During times of organizational change associated with downsizing they will draw upon their skills and can bolster employee morale and engagement.
  • Empathy“Tell me about the people around you” (and probing deeply on the responses given) is a good interview question to assess a candidate’s Empathy competency.Extending this with “How are the redundancies affecting everybody?” will provide further insight into a candidate’s Emotional Intelligence.A further question: “What advice would you give others going through a redundancy?” shows the candidate’s ability to relate to others.
  • EmpathyEmployees with empathy also understand customers and through this will uncover commercial opportunities. They anticipate and meet customer’s needs, they can solve client’s problems, and see new opportunities more quickly than competitors.Further interview questions:“Working effectively with others requires an understanding of what others are experiencing. What do you do to get to know your colleagues?”“How do you anticipate the needs of others – internally and externally?”“Tell me about a time when you helped others”.going through a redundancy?” shows the candidate’s ability to relate to others.
  • Interviewing for theEI Social Skill Competency
  • Social Skill Interview questions around Social Skill can be used to assess how candidates get on with others and leading on from this how they contribute to team dynamics and organisational cohesiveness. Tough times require everyone to pull together, to work as one unit, and through this to achieve superior results. Solo players hold organisations back because ideas are not being shared.
  • Social SkillMany factors contribute to the decision to make a positionredundant. When the position (and the person in the position)are not delivering the results that the organisation needs, its timeto make the position redundant.How the position (person) is interacting with others in thebusiness is a key factor and in todays economy we are seeingmany solo players parting company with their employers.Its therefore important to assess a candidates preferred workingstyle - "Talk me through your ideal working environment",and to listen for references to interaction with others eg "I workbest in a quiet environment where I can think" versus "Myideas come from working with others and sharing thoughts".
  • Social SkillFurther questions:“How do you persuade others to collaborate towards collective goals?”“Tell me how others would describe your communication style?”“Give me examples where you had to resolve disagreements”“How do you inspire your group during recent times of change?”“Give me examples on how you have built consensus across different groups”.
  • Social SkillAnd a further relevant question would be:"Since your redundancy what have you done to re-establish and build your professional networks?"Redundancy is a time to reach out, so during the interviewassess whether the candidate is proactive or just sittingback and waiting for something to happen for them. Thisbehaviour will translate into their next workplace.
  • SummaryRedundancies represent an opportunity foremployers to acquire talent. In a differenteconomic cycle this talent would not be soreadily available. Today, a number of companiesare strategically hiring for the future. Theeconomy will rebound. Growth will recommence.And selected companies are positioningthemselves for this through the identification andemployment today of tomorrows workforce.
  • For a pdf copy of this presentation please contact: Dr Glenn Carter Pharmaceutical & Medical Professionals gcarter@pmpconnect.com