1. 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
2. Recruit or Get Out of the Way A View From a Diﬀerent Lens
3. 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
4. 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
5. Why do Talent Acquisi7on professionals oXen lack credibility from the Hiring Manager?
6. 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
7. 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
8. 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
9. 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
10. Step #1 Build your brand
11. 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
12. 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.)
13. 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
14. Step #2 Lead Your Manager (The Job)
15. 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
16. 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
17. 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
18. 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)?
19. 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:
20. 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
21. 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?
22. 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
23. 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
24. Step #3 Lead Your Manager (Candidate Recruitment & Selec7on)
25. 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!
26. Step #4 Lead Your Manager (Present The Candidate)
27. 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
28. 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.)
29. 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.)
30. 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.)
31. Step #5 Lead Your Manager (Making The Oﬀer)
32. 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
33. Step #6 Measure and Report What’s Important
34. 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)
35. 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
36. 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.
37. 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.) ?