Perception VS. Reality<br />Do You Really Know <br />What You Are Looking For?<br />OnRec Recruiting Conference <br />Sept...
DiscussionPoints<br /><ul><li>Hiring Managers are from Mars, Recruiters are from Venus.
Lead! Don’t Follow!
Job descriptions – Roadmap or crutch?
Its not just about asking questions, its about asking the RIGHT questions.
From minimum requirements to crystal clear competencies.
What we see depends mainly on what we look for.
You will never get a second chance to make a first impression.</li></li></ul><li>Hiring Managers Are From Mars, Recruiters...
A View From a Different Lens<br />
How Recruiters Are Often Viewed<br /><ul><li>Expense Center vs. Profit Center
 Administrative/Transactional
 Generalists
“A Necessary Evil”
 Lack of business understanding
 36% of CEO’s do not have confidence in their own recruiting department (Management Action Program CEO Survey)</li></li></...
Perceived lack of industry/position knowledge
Lack of consistent communication
Allow the manager to lead
Setting unrealistic expectations
Setting no expectations</li></li></ul><li><ul><li>They feel they are the experts in recruiting and interviewing
Uncertain of exactly what they are looking for
Make hiring decisions based on factors inconsequential to the job
Fail to convey the core necessities of the position
Separate themselves from the hiring process
Decisions often made on resume only</li></ul>How <br />Managers <br />Are Often Viewed<br />
Step 1:<br />Lead Don’t Follow<br />
Build Confidence <br />In The Hiring Manager<br /><ul><li>Become subject matter savvy
Communicate Often (good or bad)
Develop the reputation as a problem-solver
Know the job
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2010 ONREC Presentation - Perception Vs Reality: Do we really know what we are looking for?

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2010 ONREC Presentation - Perception Vs Reality: Do we really know what we are looking for?

  1. 1. Perception VS. Reality<br />Do You Really Know <br />What You Are Looking For?<br />OnRec Recruiting Conference <br />September 15, 2010<br />Presented by:<br />Stephen Lowisz, Author & Educator<br />
  2. 2. DiscussionPoints<br /><ul><li>Hiring Managers are from Mars, Recruiters are from Venus.
  3. 3. Lead! Don’t Follow!
  4. 4. Job descriptions – Roadmap or crutch?
  5. 5. Its not just about asking questions, its about asking the RIGHT questions.
  6. 6. From minimum requirements to crystal clear competencies.
  7. 7. What we see depends mainly on what we look for.
  8. 8. You will never get a second chance to make a first impression.</li></li></ul><li>Hiring Managers Are From Mars, Recruiters Are From Venus<br />
  9. 9. A View From a Different Lens<br />
  10. 10. How Recruiters Are Often Viewed<br /><ul><li>Expense Center vs. Profit Center
  11. 11. Administrative/Transactional
  12. 12. Generalists
  13. 13. “A Necessary Evil”
  14. 14. Lack of business understanding
  15. 15. 36% of CEO’s do not have confidence in their own recruiting department (Management Action Program CEO Survey)</li></li></ul><li>Why Recruiters Are Viewed This Way<br /><ul><li>Lack of internal brand
  16. 16. Perceived lack of industry/position knowledge
  17. 17. Lack of consistent communication
  18. 18. Allow the manager to lead
  19. 19. Setting unrealistic expectations
  20. 20. Setting no expectations</li></li></ul><li><ul><li>They feel they are the experts in recruiting and interviewing
  21. 21. Uncertain of exactly what they are looking for
  22. 22. Make hiring decisions based on factors inconsequential to the job
  23. 23. Fail to convey the core necessities of the position
  24. 24. Separate themselves from the hiring process
  25. 25. Decisions often made on resume only</li></ul>How <br />Managers <br />Are Often Viewed<br />
  26. 26. Step 1:<br />Lead Don’t Follow<br />
  27. 27. Build Confidence <br />In The Hiring Manager<br /><ul><li>Become subject matter savvy
  28. 28. Communicate Often (good or bad)
  29. 29. Develop the reputation as a problem-solver
  30. 30. Know the job
  31. 31. Teach and promote objective candidate assessments
  32. 32. Lead Your Manager
  33. 33. When taking the job
  34. 34. When developing the search strategy
  35. 35. When presenting the candidate</li></li></ul><li>Job Description –Roadmap Or Crutch?<br />
  36. 36. Do Job Descriptions <br />Really Describe the Job?<br />Divorce Lawyer<br />Umpire<br />College Professor<br />Pilot<br />IT Director<br />Help people hate each other <br />Stand on a field and get yelled at for hours <br />Talk in other people’s sleep<br />Spend most of the day looking out the window<br />Repeatedly fix what you repeatedly break<br />
  37. 37. <ul><li> Compliance with labor laws
  38. 38. Compensation development/management
  39. 39. Define position purpose
  40. 40. Define job duties/responsibilities
  41. 41. Define position requirements</li></ul>Define what we want done, how we want it done, and sets the manager’s expectations for who we think can do it.<br />What’s in a <br />Job Description? <br />
  42. 42. Job Description Cautions<br /><ul><li>Job descriptions often serve as a crutch - giving managers the right to stop thinking.
  43. 43. Job descriptions can inadvertently exclude high potential, top performing candidates.
  44. 44. Job descriptions cannot predict candidate performance.
  45. 45. Job descriptions often lack objectivity – Internal/External Hires.
  46. 46. Job descriptions often create a “I’m looking for what it says here” mindset with many hiring managers.</li></li></ul><li>Step 2:<br />Taking the Job Order. Asking the RIGHT Questions<br />
  47. 47. Common Questions<br /><ul><li> Job Duties – Hard Skills
  48. 48. Daily responsibilities
  49. 49. Position objectives/measurements
  50. 50. Job Structure
  51. 51. Chain of command (Reporting Structure)
  52. 52. Size of team (If applicable)
  53. 53. Peers they will interface with
  54. 54. Compensation
  55. 55. Base Range (Check for Tolerance)
  56. 56. Incentive Comp/Bonus/etc</li></li></ul><li>Common Questions<br /><ul><li> Requirements
  57. 57. Minimum years of experience
  58. 58. Minimum education levels
  59. 59. Preferred experience
  60. 60. Position History
  61. 61. Why is the position open
  62. 62. Challenges of the position</li></li></ul><li>Additional Questions<br /><ul><li>Position History
  63. 63. Where did the last 3 people in the role go?
  64. 64. What was the best person in the role like?
  65. 65. Requirements
  66. 66. Does years of experience mean effectiveness?
  67. 67. What are the specific competencies needed to effectively perform the function?
  68. 68. Objectives
  69. 69. Have the specific goals ever been met? Why not?
  70. 70. Are the objectives of the role realistic?</li></li></ul><li>Competencies – What are they?<br />Definition: An ability, skill, knowledge or attribute that is needed for successful performance of a job. Often defined in terms of behaviors.<br /><ul><li>Two types of Competencies
  71. 71. Technical – skills and knowledge
  72. 72. Behavioral – behaviors expected in order to perform the function successfully (ie. Flexibility)</li></li></ul><li>Metrics<br />Common Manager Responses<br /><ul><li> Describe position in terms of “Gotta Haves”
  73. 73. “I need someone with at least 10 years of experience.”
  74. 74. “I need someone with an MBA from XYZ University.”
  75. 75. “I need someone who has produced at least $XXXX in revenue.”</li></li></ul><li>Step 3:<br />From Minimum Requirements to Clear Competencies <br />25<br />
  76. 76. <ul><li>Question, Question, Question
  77. 77. Be realistic and communicate reality – the perfect candidate DOES NOT EXIST.
  78. 78. Step 1 – Have your manager rank the specific functional competencies in order of preference for the role.
  79. 79. Eliminate “Years of Experience”from the list
  80. 80. No more than 4-6 Must Haves
  81. 81. No more than 4 Like to Haves</li></ul>Your Job as <br />“The Expert” is to:<br />
  82. 82. Functional Competencies<br />
  83. 83. Your Job as “The Expert” is to:<br /><ul><li>Step 2 – Have your manager rank the specific behavioral competencies in order of preference for the role.
  84. 84. Select only 10
  85. 85. Prioritize in order of preference</li></li></ul><li>Functional Competencies<br />
  86. 86. Your Job as “The Expert” is to:<br /><ul><li>Step 3 – Follow up in writing
  87. 87. Define and gain agreement of the manager’s new expectations.
  88. 88. Present the candidate to the criteria identified as most important by the hiring manager.
  89. 89. Reduce opportunity for “I think I can do better with an additional candidate ” syndrome.
  90. 90. Most Managers cannot define the “why.”</li></li></ul><li>Step 4:<br />You Will Never Get a Chance to Make a First Impression<br />
  91. 91. As “The Expert”, The Correct Way to Present the Candidate is to:<br /><ul><li> Communicate Verbally – Lead the Manager!
  92. 92. Do not present candidates just via email
  93. 93. Do not present just by sending the candidate’s resume
  94. 94. Remember, presenting the candidate is filling the need
  95. 95. Describe the candidate (What AND how)
  96. 96. Reiterate agreed upon skills/competencies
  97. 97. Describe how candidate meets each required skill
  98. 98. Describe how candidate meets any desired skill</li></li></ul><li> Conclusion<br />
  99. 99. <ul><li>Understand that hiring managers and recruiters begin with different perspectives
  100. 100. The recruiter must focus on building their internal brand in order to lead the manager through the search process.
  101. 101. Job descriptions can easily be used as a crutch when creating a candidate profile against which to compare candidates.
  102. 102. Teach the hiring manager to own their minimum skill and competency requirements.
  103. 103. Present candidates based specifically on how they meet the core competencies, not on the attractiveness of the resume.
  104. 104. REMEMBER – The best candidate for the job may be the least when matched up to a typical job description!</li></li></ul><li>Perception VS. Reality<br />Do You Really Know <br />What You Are Looking For?<br />stevelowisz<br />.com<br />

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