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    Recruit or Get out of the Way! Recruit or Get out of the Way! Presentation Transcript

    • 2013  SHRM  Talent  Management  Conference  &  Exposi=on  Steve  Lowisz  Author,  Educator,  Interna7onal  Speaker  Presented  By:  Recruit  or  Get  Out  of  the  Way  Session  Title:  Tuesday  –  April  16th,  2013  
    • Recruit  or  Get  Out    of  the  Way  A  View  From  a  Different  Lens  
    • Recruit  or  Get  Out    of  the  Way  What  Recruiters  Say  •  The  hiring  manager  won’t  return  my  calls  •  The  hiring  manager  wants  to  see  more  candidates  •  The  hiring  manager  does  not  understand  what  they  want    •  No  one  we  find  is  acceptable  to  the  hiring  manager      •  I  don’t  have  enough  =me  in  the  day  to  do  my  job  successfully    •  The  hiring  manager  does  not  know  how  to  make  a  candidate  offer  •  I  send  the  candidates  to  the  manager  and  get  no  return  feedback  
    • Recruit  or  Get  Out    of  the  Way  What  Managers  Say  •  Always  needing  to  track  down  the  recruiter  for  updates  •  I  have  to  look  at  25  candidates  to  find  one  poten=al  •  The  recruiter  does  not  know  what  I  need/want  •  Most  of  the  candidates  are  way  off  the  mark  •  I  have  to  tell  the  recruiter  what  to  do  •  The  recruiter  does  not  know  how  to  close  the  candidate  •  Recruiter  just  sends  me  resumes  –  they  are  just  pushing  paper  •  72%  of  Hiring  Managers  surveyed  felt  their  internal  recrui=ng  lacked  real  effec=veness  
    • Why  do  Talent  Acquisi7on  professionals  oXen  lack  credibility  from  the  Hiring  Manager?  
    • Recruit  or  Get  Out    of  the  Way  Realiza7on    •  Hiring  Managers  are  generally  trained  to  behave  the  way  they  do  •  New  hiring  managers  oXen  join  with  a  nega=ve  predisposi=on  toward  the  recrui=ng  func=on  •  Focus  on  cost  and  =me  are  oXen  driven  by  recrui=ng  organiza=on  metrics  and  previous  ‘training’  •  Focus  on  “I  need  to  see  more  candidates”  is  most  oXen  driven  by  the  job  intake  and  candidate  presenta=on  process  •  Email  and  Pray  •  Self  Service/Automa=on  Credibility?  Why  do  we  lack  
    • Recruit  or  Get  Out    of  the  Way  9  Common  Mistakes    •  Forget  to  focus  on  our  internal  brand  -­‐  credibility  •  Afraid/Do  not  ask  the  right  ques=ons  •  Do  not  communicate  consistently/honestly  •  #  of  Open  requisi=ons  –  badge  of  honor  •  Secng  unrealis=c/no  expecta=ons  •  Not  understanding  the  objec=ves  of  the  business  •  Talking  in  HR  terms,  not  business  terms  •  Not  measuring/repor=ng  the  right  metrics  •  Allow  the  manager  to  lead  Credibility?  Why  do  we  lack  
    • Recruit  or  Get  Out    of  the  Way  Credibility?  Why  do  we  lack  The  Common  Result  of  Our  Mistakes  •  Lack  of  posi=ve  percep=on  §  Hiring  Manager  wants  to  dictate/lead  the  process  §  Hiring  Manager  wants  to  use  a  third  party  search  firm  §  Hiring  Manager  becomes  unresponsive  –  no  feedback!  §  Hiring  Manager  always  wants  more  
    • Recruit  or  Get  Out    of  the  Way  Credibility?  Why  do  we  lack  The  Common  Result  of  Our  Mistakes  (cont.)  •  “Throw  and  S=ck”  syndrome  •  Over  jus=fica=on  of  every  expense  –  lack  of  resources  •  Lowered  candidate  quality  •  Higher  cost  per  hire  •  Lack  of  a  “Seat  at  the  table”  •  Volume  that  is  unrealis=c  
    • Step  #1  Build  your  brand  
    • Recruit  or  Get  Out    of  the  Way  How  do  we  build  Credibility?  Step  #1  Build  your  brand  •  Become  Subject  Mager  Savvy  •  ABC  –  Always  Be  Communica=ng  (Good  or  Bad)  §  Don’t  rely  only  on  email  §  Set  expecta=ons  of  communica=on  •  Develop  the  Reputa=on  as  a  Problem-­‐Solver  •  Set  Realis=c  Expecta=ons  §  Time  to  fill  vs  process  to  fill  
    • Recruit  or  Get  Out    of  the  Way  Step  #1  Build  your  brand  •  Lead  Your  Manager  §  When  taking  the  job  §  When  developing  the  search  strategy  §  When  presen=ng  the  candidate  §  When  making  the  offer  How  do  we  build  Credibility?  (cont.)  
    • Recruit  or  Get  Out    of  the  Way  Step  #1  Build  your  brand  Building  Rela7onship  with  your  Managers  •  TALK  IN  THEIR  TERMS:  §  Increased  Revenues  §  Increased  Profitability  §  Increased  Efficiency  §  Cost  of  Open  Posi=on  §  Improved  Customer  Experience  
    • Step  #2  Lead  Your  Manager  (The  Job)  
    • Recruit  or  Get  Out    of  the  Way  Step  #2  Lead  Your  Manager  Do  Job  Descrip7ons  Really  Describe  the  Job?  1.  Help  people  hate  each  other  2.  Stand  on  a  field  and  get  yelled  at  for  hours  3.  Talk  in  other  people’s  sleep  4.  Spend  most  of  the  day  looking  out  the  window  5.  Repeatedly  fix  what  you  repeatedly  break  Divorce  Lawyer    Umpire    College  Professor    Pilot    IT  Director  
    • Recruit  or  Get  Out    of  the  Way  Step  #2  Lead  Your  Manager  Job  Descrip7on  Cau7ons  •  Job  descrip=ons  oXen  serve  as  a  crutch  –  giving  managers/recruiters  the  right  to  stop  thinking  •  Job  descrip=ons  can  inadvertently  exclude  high  poten=al,  top  performing  candidates  •  Job  descrip=ons  cannot  predict  candidate  performance  •  Job  descrip=ons  oXen  create  a  “I’m  looking  for  what  is  says  here”  mindset  with  many  hiring  managers  
    • Recruit  or  Get  Out    of  the  Way  Step  #2  Lead  Your  Manager  Taking  the  Job  Order  •  Tell  vs  Ask  •  Purpose  –  Probe  to  iden=fy  the  hiring  manager’s  real  needs  •  Iden=fy  if  the  ‘ideal  candidate’  is  a  ‘real  candidate’  •  Set  realis=c  expecta=ons  •  Set  the  tone  for  who  is  the  recrui=ng  expert    
    • Recruit  or  Get  Out    of  the  Way  Needs  Analysis:  Taking  the  Job  Order  ROLE  DETAILS  Why  is  the  role  open?    If  replacement,  what  happened  to  the  previous  person?    What  happened  to  the  previous  three  individuals  in  the  role?  Is  this  posi=on  responsible  for  the  budget/P&L?  If  so,  what  is  the  budget?    What  are  the  advancement  opportuni=es  for  this  role?    What  characteris=cs  and/or  skill  would  make  a  person  unsuccessful  in  this  role?  What  are  the  three  long  term  objec=ves  of  the  role:  1.  2.  3.  What  are  the  three  short  term  objec=ves  of  the  role  within  the  first  180  days  (Success  objec=ves)?  1.  2.  3.  What  are  the  four  main  reasons  a  candidate  would  be  interested  in  this  posi=on?  1.  2.  3.  4.  Why  is  the  role  open?  What  are  the  three  long  term  objec=ves  of  the  role?:  What  are  the  three  short  term  objec=ves  of  the  role  within  the  first  180  days  (Success  objec=ves)?  
    • Recruit  or  Get  Out    of  the  Way  Needs  Analysis:  Taking  the  Job  Order  Breakdown  the  posi7on  as  a  percentage  of  7me  Please  provide  percentage  and  descrip=on  of  responsibility  %  %  %  %  %  Candidate  Experience/Skills  Must  have  skills  required  to  perform  the  func=on  in  order  of  importance:  1.  2.  3.  4.  5.  Strongly  preferred  skills  in  order  of  importance:  1.  2.  3.  What  are  the  three  long  term  objec7ves  of  the  role:  Technical/posi=on  specific  ques=ons  that  recruiters  will  ask  during  the  ini=al  interview  that  will  drive  effec=ve  candidate  assessment.  Q/A:  Q/A:  Q/A:  Q/A:  Q/A:  Must  have  skills  required  to  perform  the  func=on  in  order  of  importance:  Strongly  preferred  skills  in  order  of  importance:  
    • Recruit  or  Get  Out    of  the  Way  Needs  Analysis:  Taking  the  Job  Order  Func7onal/Experience/Educa7on  (Rank  all  in  order  of  preference.  1  is  most  important)  Rank  Bachelor  Degree  Master’s  Degree  Experience  in  business  to  consumer  services  Experience  with  contract  center  opera=ons  Experience  with  technology  development  and  implementa=on  Extensive  exposure  to  direct  customer  contact  Experience  managing  a  $40+  million  business  Experience  managing  new  product  development  and  implementa=on  Experience  in  healthcare,  childcare  or  medical  industries  Currently  located  in  the  CO  marketplace  –  no  reloca=on  1234
    • Recruit  or  Get  Out    of  the  Way  Needs  Analysis:  Taking  the  Job  Order  Hiring  Manager  Specifics  How  long  have  you  been  at  the  company?  What  is  your  company  story?  What  companies  did  you  work  at  prior  to  the  company?  What  school(s)  did  you  agend?  Are  you  involved  in  any  Alumni  Associa=ons?  What  networks  and/or  associa=ons  are  you  (and/or  your  team)  a  part  of?  Are  you/or  your  team  ac=ve  on  LinkedIn?   LinkedIn  Group(s)    Key  connec=ons:  Sourcing  and  Candidate  Genera7on  Internal  partners  expected  to  apply  and/or  partners  you  are  interested  in?                    No                    Yes;  Who?  Target  companies  to  source  from:    What  industry  =tles  map  to  this  posi=on?    Keywords  to  look  for  in  candidate  Profile/resume?    Who  are  your  strong  performers  on  the  team?    What  companies  are  the  high  performers  from?  External  referrals:    Networking  leads:    Industry  events  and/or  conferences?    Relevant  industry  blogs  and/or  newslegers  you  are  aware  of?  
    • Recruit  or  Get  Out    of  the  Way  Needs  Analysis:  Taking  the  Job  Order  Compensa7on  Informa7on  Base  salary  range?  Bonus  program?  Based  on?  Equity  opportunity?  Describe:  Consider  reloca=on  for  final  candidate?              Yes                  No  Consider  sign  on  bonus  for  final  candidate?              Yes                  No  Consider  Visa  sponsorship  for  final  candidate?              Yes                  NoBehavioral  Based  Interviewing  Behavior  Based  Interviewing  guide  can  be  provided  Must  have  behaviors/competencies  in  order  of  importance.  (No  more  than  8)  1.  2.  3.  4.  5.  6.  7.  8.  Interview  Logis7cs  Interview/Panel  Interviewers  Posi=on  Titles  Format  (phone  or  in  person)  Length  of  =me   Alternate  Interviewers  
    • Recruit  or  Get  Out    of  the  Way  Needs  Analysis:  Taking  the  Job  Order  •  Agreement  of  Skills  and  Compensa=on  allows  you  to:  •  Define  and  gain  agreement  of  the  Manager’s  Expecta=ons  •  Properly  Present  the  Candidate  •  Remind  the  Manager  of  their  defined  needs.  Once  Agreed,  Follow  Up  in  Wri7ng  
    • Step  #3    Lead  Your  Manager  (Candidate  Recruitment  &  Selec7on)  
    • Recruit  or  Get  Out    of  the  Way  The  5  Steps  of  the  Sales  Process  •  Develop  a  rela=onship  •  Iden=fy/Qualify  •  Overcome  Objec=ves  •  Fill  the  need  •  Advance  the  sale  Credibility?  How  do  we  build  Lead  your  Manager:    Candidate  Recruitment/Selec7on  Remember:  You  are  the  professional  now  act  like  it!  
    • Step  #4  Lead  Your  Manager  (Present  The  Candidate)  
    • Recruit  or  Get  Out    of  the  Way  •  Make  certain  you  know  the  emo=onal  drivers  of  the  candidate  §  Points  of  pleasure  §  Points  of  pain  •  Do  not  email  resume  to  manager  and  ask/hope  for  feedback  •  Get  manager  to  call  you  back  §  “I  have  a  poten=al  candidate  I  need  to  talk  with  you  about”  Lead  Your  Manager  –  Present  the  Candidate  
    • Recruit  or  Get  Out    of  the  Way  •  Review  each  emo=onal  driver  •  Restate  agreed  upon  skills  •  Present  candidate’s  required  skills  •  Present  candidate’s  desired  skills  •  Gain  agreement  Lead  Your  Manager  –  Present  the  Candidate  (cont.)  
    • Recruit  or  Get  Out    of  the  Way  •  Highlight  Success  –  What  they  did  •  Highlight  Core  Competencies  –  How  they  did  it  •  Make  Your  Case  –  Why  they  should  be  considered  •  Restate  agreed  upon  required  skills  •  Highlight  any  desired  skills    Lead  Your  Manager  –  Present  the  Candidate  (cont.)  
    • Recruit  or  Get  Out    of  the  Way  The  Candidate:    Present  with  Confidence  (Lead  the  Manager!)  •  Don’t  ask  “what  are  the  next  steps?”;  “What  do  you  think?”  •  Recommend  next  steps  -­‐  Assump=ve    Lead  Your  Manager  –  Present  the  Candidate  (cont.)  
    • Step  #5  Lead  Your  Manager  (Making  The  Offer)  
    • Recruit  or  Get  Out    of  the  Way  Remember…  •  Candidates  buy  emo=onally  and  jus=fy  ra=onally  •  Never  lead  with  compensa=on  •  Making  the  offer  is  “filling  the  need.”  Prepare…  •  Do  you  know  the  points  of  pain  and  points  of  pleasure?  •  Know  the  details  –  Benefits,  Travel,  etc.  •  An=cipate  road  blocks  –  Objec=ons  Present…  •  Revisit  Each  Emo=onal  Driver  §  Drivers  they  have  §  Drivers  they  want  
    • Step  #6    Measure  and  Report  What’s  Important  
    • Recruit  or  Get  Out    of  the  Way  49%13%42%36%63%29%17%23%0%10%20%30%40%50%60%70%Quality  of  Hire Time  toProductivityTime  to  Hire Job  VacanciesOutstandingTA  Executives Business  ExecutivesStep  #5  Measure  and  Report  What’s  ImportantWhat  macers  most?  (Aberdeen  Group  Study)  
    • Recruit  or  Get  Out    of  the  Way  Step  #5  Measure  and  Report  What’s  ImportantWhy  are  recrui7ng  metrics  important?  •  Drive  consistency  in  delivery  of  recruitment  services  to  the  hiring  manager.  •  Iden=fy  process  steps  that  need  improvement.  •  Support  business  cases  for  programs  and  expenditures  in  recrui=ng.  •  Report  the  right  recrui=ng  results  to  senior  management.  •  Define  what  is  important  to  hiring  managers  and  execu=ve  leaders  
    • Recruit  or  Get  Out    of  the  Way  Step  #5  Measure  and  Report  What’s  ImportantTime  to  Fill   Cost  Per  Hire   Open  Reqs  Typical  Metrics:      §  Only  looking  at  ini=al  cost  and  not  the  long-­‐term  cost  of  hiring  the  wrong  candidate.  §  Does  not  account  for  “quality  of  hire”  –  will  the  candidate  deliver?  (Business  focus).  §  Recruiter  focuses  on  the  lowest  hanging  fruit  -­‐  drives  recruiters  to  “sell”  candidates  internally.  §  Recruiter  focuses  on  “filling  the  seat”  faster  and  cheaper,  not  beger.  
    • Recruit  or  Get  Out    of  the  Way  Step  #5  Measure  and  Report  What’s  ImportantWhat  to  Measure:  •  Sourcing  Channels  (Int.)  •  Recruiter  Efficiency  (Int.)  •  Candidate  Sa=sfac=on/Experience  (Ext.)  •  Hiring  Manager  Sat/Experience  (Ext.)  •  Quality  of  Hire/Produc=vity  (Ext.)  •  Efficiency  Ra=o  (Ext.)  ?
    • 2013  SHRM  Talent  Management  Conference  &  Exposi=on  Steve  Lowisz  Author,  Educator,  Interna7onal  Speaker  Tuesday  –  April  16th,  2013  Website: www.stevelowisz.comEmail: steve@stevelowisz.comTwitter: @slowisz