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

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

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