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Recruit to Retain for Unisys University

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RTR @ Unisys 2011-2012

RTR @ Unisys 2011-2012

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  • 1. Recruit to RetainSelecting the Exceptional from the Best Manager Effectiveness Training People Initiative Board @ Unisys Federal Systems Used with Permission of G&A Inc.
  • 2. Mystery Acronyms and Takeaways Themes * Takeaways 1. RR 1. Roles and Responsibilities 2. CC 2. 10-Q Core Interview 3. 24 3. Behavioral Qs ** 4. TT 4. 5-Area Assessment 5. QH 5. Interview Process 6. 85 6. Competencies + Qs ** 7. SIR 7. Evaluation Form 8. Problem Solver Traits * Mystery Acronyms: Speak out when you 9. Recruiting Culture Scorecard discover an acronym 10. Survey New Employees in slides ahead… 11. Survey Hiring Managers 12. Workforce Planning ** • Operational to Strategic ** Reference Section Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page2
  • 3. Contents MGR Effectiveness Training Program Facilitators: Pam McGregor and Bill Gunn Vision Candidates are Customers Recruiting Roles and Responsibilities Recruiting Cycle ▪ Roles in Brief ▪ Recruiting Culture Scorecard Job Requirements / Requisitions of Quality Quality of Hire ▪ Quality Requisitions ▪ Source of Resumes Selection Interview or Conversation The Art of Selection ▪ Intake Session ▪ Resume Lab ▪ Problem Solver Lab ▪ Problem Solver Self-Assessment ▪ Problem Solver Behavioral Questions ▪ Interview Evaluation Report ▪ 10-Q Core Interview ▪ Source of Hire YTD 10/31//2011 ▪ Hiring Manager Activities ▪ Survey New Employee ▪ Survey Hiring Manager Reference EEO ▪ Relationship Recruiting Quiz ▪ Hiring Managers Schedule Time ▪ Three Recruiting Arenas ▪ 5-Area Interview Evaluation ▪ Behavioral Interviewing for Competencies ▪ Agility ▪ Business Savvy ▪ Client Focus ▪ Diversity ▪ Excellence ▪ Initiative ▪ Integrity ▪ Leadership ▪ Respect ▪ Success ▪ Questions You Avoid ▪ Position Priorities ▪ Recruiter Role ▪ Hiring Manager Role ▪ HR Director Role ▪ Resource Manager Role ▪ Candidate’s 1st Day ▪ Recruiter Profile ▪ Reference Checks ▪ Telephone Interview ▪ Workforce Planning ▪ Recruiting Org. ▪ Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page3
  • 4. Vision Recruit to Retain (―RTR‖) is among the most importantleadership actions assigned Unisys management RTR is defined by ―Relationship Recruiting‖which sees the Candidate as Customer, knowing that 85% of job motivation requires matching skills to job specs RTR requires speed, courtesy,andpositive energy throughout the recruitment cycle as all Unisys leaders become champions of Recruitment and Selection RTRcommits to EEO RTR measures quality of hire, the candidate experience, start date precision, and cost of turnover to help us build a stronger Recruiting Culture so all of us will soon be able to select the exceptional from the best! Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page4
  • 5. Roles Exactly, whoisinvolved?Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page5
  • 6. Leadership Ed Coleman has said that at Unisys ―we are all in sales.‖ Ted Davies is quick to add that ―good recruiting is all about sales and at Federal Systems, we are all recruiters.‖ Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page6
  • 7. Recruiting Cycle Shortened by Unisys Teams Recruiting Cycle Event Event Days Total Days Observe Need — Start 1 1 Open and Approve Requisition 5* 6 Source Internal/External Candidates 5* 11 Screen and Pre-qualify Candidates 5* 16 Manager Interviews / Conversations 10* 26 Complete Interview Assessments 5* 31 Schedule 2nd Interviews (in person) 5* 36 Interview Results — Hire Decision 1 37 Craft Offer and Receive Approvals 2 39 Extend Offer (verbal, email, FEDEX) 5* 44 Candidate Accepts (after background) 5 49 Approve Offer Exceptions 2* 51 Candidate Gives Notice / Starts 1st Day 14+* 65+ * How do we shorten these event time frames? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page7
  • 8. Roles in Brief Recruiter TEAM OF TWO WITH HM Hiring MGR TEAM OF TWO WITH RECRUITER Sell Unisys, coach hiring Sell Unisys, staffing demand plan, managers throughout the publish REQ at right level showing recruiting cycle; maintain key skills needed, contract type and qualified candidate flow, name, priority; interview, assess, select, build pipelines, pre-qualify, aid in on-boarding and fast productivity refer, interview, assess, for new employee recommend, negotiate Resource Manager HR Director Sell Unisys, forecast demand, Sell Unisys, assist in skills monitor resource utilization and forecasts, ensure role summary is training, collaborate on recruiting accurate and at right level, assist strategies, place available staff, in interviews, oversee offers, help acquire contract labor, innovate in on-boarding and welcome new cost containment employee on start day Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page8
  • 9. Roles in Action The Hiring Manager (―HM‖) receives assistance from… OPEN REQ HM (self) APPROVE HM HR Dir. Res. Mgr. SOURCE INT. HM Res. Mgr. SOURCE EXT. Recruiter PRE-QUALIFY Recruiter INTERVIEW HM Recruiter OFFER APPROVE HM HR Dir./COMP Dir. OFFER EXTEND Recruiter BACKGROUND Recruiter OFFER EXCEPTION HM HR Dir. START DATE HM Recruiter HR Dir. BUDDY ASSIGNED HM HR Dir. Res. Mgr. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page9
  • 10. Candidates are CustomersDo Unisys job seekers feel valued? [ ] Yes [ ] No Hiring executives, resource managers, and recruiters practice the art of ―Relationship Recruiting.‖ Unisys ―Teams of Two‖ win the most talented candidates when these candidates enjoy exceptional recruitment and on-boarding experiences! Schedule time to focus. Then attract, meet, assess, select and close the most qualified inside and outside candidates. The24-Hour Rulecloses the loop between hiring executive, recruiter and candidate. Speedy collaboration wins top talent. Recruiting teams Sell Unisys as the blue chip employer of choice! And we demonstrate how an open position matches a candidate’s interests, knowledge, skills, and abilities (85% rule). Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page10
  • 11. Manager Success Recruiting, Staffing and Retention Work 1. Talk / plan with recruiter and/or resource manager 2. Adjust 90-day (one year) hiring forecast 3. Consider re-hiring strong performers who left Unisys 4. Develop and prepare current staff for transfer/promotion 5. Evaluate resumes respecting the ―24 Hour Rule‖ 6. Meet with HR Director 7. Conduct telephone conversations (―24 Hour Rule‖) 8. Schedule and perform in-person interviews 9. Complete interview evaluation forms 10. Open new requisitions (close or put others on ―hold‖) 11. Sell Unisys as the place to work 12. Welcome new hires on Day One and mentor new hires closely during first 90 days or longer We’re always recruiting! Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page 11
  • 12. Recruiting Culture ScorecardCorporate Enterprise Recruiting Department 1. Employer Brand [ ] 10. Recruiter Team Scalable [ ] 2. Employment Value Prop [ ] 11. Recruiters Skilled [ ] * 3. Comm./P.R. Staff Engaged [ ] 12. Recruitment Branding [ ]Business Engagement 13. Job Seeker Satisfaction [ ] 4. Recruiting Cycle Metrics [ ] * 14. Employee Referral Program [ ] 5. Workforce Planning [ ] 15. Co-Brand w/ Top Suppliers [ ] 6. Hiring Mgr Effectiveness [ ] * *Submission to Interview RatioTechnology 7. ATS / Resume Databases [ ] 8. Social Media Launched [ ] 9. Career Website Influence [ ] Perfect Score: 45 Ratings: ―3‖ Best |―2‖ Better |―1‖ Good |―0‖ Zilch Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page12
  • 13. Requisitions -- QualityHow long does it take you to open a REQ? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page13
  • 14. Quality of Hire 1. Role Analysis 2. Structured Screening 3. Positive 7. Workforce Candidate Planning ―QoH‖ Experience 6. Source 4. Recruiting of Hire Cycle Metrics 5. Satisfaction Surveys Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page14
  • 15. Video Dirty Dozen Rules of Talent Management: Rule #1 – Advertise for Alignment Speaker Tim Sanders explains the importance of working strategic alignment into your advertisements when you are searching for new talent. Resource requisitions are the basis for all ads… Dirty Dozen Rules of Talent Management: Rule #1 – Advertise for Alignment – Tim Sanders Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page15
  • 16. Quality REQS See Quick Reference GuideQuality Hires Begin with Quality Job Specs  A Strong Requirements Document 1. Highlights Unisys Employer Brand 2. Displays Job Title that is Understandable in Job Market 3. List five or more Job Responsibilities 4. Outlines Qualification ―Must Haves‖ and ―Nice to Haves‖ 5. Sells Unisys Value Proposition / Employment Brand  Indicate Priority, Contract Type, and other data as prompted in ESS ―Recruiting Solutions‖  Remember the REQ must be open a minimum of one week o Open usually 90 days for temp-to-hire conversions Belonging + Accomplishment+ Recognition = Workforce Motivation & Retention Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page16
  • 17. Source of Resumes Job Seekers Attracted to Unisys Roles1. Unisys employees from across all Unisys Groups (resource management)2. Unisys.com resumes in Recruiting Solutions / ESS3. Social Networking4. Employee Referral Program5. Executive referrals (no awards)6. ―We want you back!‖ campaign | Rehire ―Stars‖ lost through attrition7. College recruitment programs8. Industry analyst and colleague networking (―sourcing‖)9. Job board searches Monster.com, Careerbuilder.com, Dice.com, other10. Researchers (hourly fee to source but not fully qualify candidates)11. Contract recruiters (scalable recruiting power)12. Image and branding ads in trade journals and newspapers13. Trade fairs, conferences, professional society mtgs. (passive candidates)14. Technical school recruitment programs (sometimes overlooked)15. Radio advertising (good for passive candidates and open house events)16. Airport hallway and other billboard advertising (seek passive candidates)17. Direct mail and direct e-mail campaigns (good for passive candidates)18. Recruitment ads in newspapers/magazines (seldom a good choice)19. Preferred subcontractor suppliers (RAP ―temp-to-hire‖)20. Employment agency recruiters as last resort— save the 20% to 30% in fees Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page17
  • 18. Interviews --ConversationsWhat the best length for an in-person interview? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page18
  • 19. Video: Selling versus ListeningLincoln Crawley, Managing DirectorManpowerAustralia and New Zealand ―A manager who is not sure of himself may spend interview time selling the organization rather than listening to the candidate. Fifty- fifty is about the right balance. Candidates need to know what to expect if they come into the organization. You’ve got to know what to expect of them.‖Watch this two-minute video for insight. Listening to a Candidate vs. Selling the Organization Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page19
  • 20. The Art of Selection The Art of Selection 1. Tell the candidate how the interview will be conducted  what to expect from the process  when a decision will be made 2. Look for strengths and accomplishments that are job-related 3. Remember the best predictor of future performance is past performance 4. Hire problem solvers (learn to recognize the traits) 5. Keep in mind that people grow and change -- learning from a past career mistake is a strength 6. Perform a short telephone ―screening‖ calls asking work- related questions only -- listen carefully and take notes 7. Interview the candidate (a.) more than once, (b.) in different settings and (c.) coordinate questions between interviewers 8. Tell a candidate if not qualified… be candid, be respected. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page20
  • 21. Intake Session Intake Enables EarlyHiring Success Discussion covers data like the following, and much more… 1. Job title, hiring manager, interviewers, target start date 2. New position, replacement, pre-bid, college hire fit 3. Long-term employment or short-term contingent labor (RAP) 4. Multiple roles, candidates identified, target sources/companies 5. Working with resource management to identify internal talent 6. Requirements and ―desired‖ skills 7. Compensation flexibility (desired versus maximum) 8. Career path, department culture, other selling features 9. Travel 10. Past star performers identified and invited to return • Other items may be discussed including whether Selection Interview training is needed by any of the interviewers Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page21
  • 22. Resume Lab – List StrengthsEDUARDO RAMOS 597 Rock Road – Glen Rock, NJ 07452 – 201 567 4321 Ed.Ramos@comcast.netPROFESSIONAL PROFILETwenty-two years of delivery, sales and operational experience in the IT Industry inthe US, Europe, and Latin America. Expertise in Network Services, Infrastructure Management, and ApplicationDevelopment. A leader who excels at creating and executing a vision, motivating teams, and over-achieving business goals.OBJECTIVE To motivate and lead an organization toward customer satisfaction and financial success.2002–present Operations Director,IBM Global Services Miami, FloridaDeveloped IBM’s strategy for Financial Services and Telco for both North America and Latin America. Created marketingand IGS offering strategies to increase overall business performance. Supported Senior IBM Executives in market trend,technology direction, and delivery model expertise.1998–2002 Sr. Business Development Executive,Hewlett-Packard Palo Alto, CaliforniaLead Sales Executive who qualified, sold, negotiated, and closed strategic outsourcing contracts. Led deal teams rangingfrom 15-45 people. Closed several major transactions totaling $800 million TCV in aerospace, manufacturing, and banking1993-1998 Business Development Manager, IBM Network ServicesIBM Tampa, FloridaWorked as the executive assistant to the IBM General Manager of the Network Services division, then a 2.2 Billion dollarper year Business unit. Performed operational work on behalf of the General Manager. As Business Development Managergrew revenues an average of 40% on a year-to-year basis.1990-1993 Client Solutions Executive, IBM BrazilManaged client relationship in $100 million per year 10-year infrastructure and applications outsourcing contact includingsecond year increase in applications business of $20 million per year1983-1990 Network Services Country Manager, IBM BrazilLaunched and managed the Network Services Business in Brazil defining mission, organization, job function, five-yearstrategy and one-year operational plans with revenue, investment, expense targets. Identified target markets, determinedthe strengths and weaknesses of the competition and prepared a go to the market plan for each service line. Negotiated andsigned go to market alliances with local carriers. Managed the P&L and grew revenue an average of 60% year to year. Fluent in English, Spanish and Portuguese | Creative, analytical, high energy, enthusiastic BS, Computer Science, NY University | Open to travel and relocation Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page22
  • 23. Resume Lab StrengthsResume of Eduardo Ramos (candidate name/data changes)1. Extensive experience infrastructure delivery, sales, and operations2. Long tenures with IBM Global Services3. Business development role with HP4. Rehire into IBM GS (rehire can be an instant reference)5. Versatility to perform Unisys roles a) AE to manage P&L and customer relationship b) SDM to lead people and service delivery c) BDE to hunt and close business6. International experience7. Open to travel (Unisys looks for mobility)8. Open to relocations (Unisys looks for mobility)9. Fluent in English, Spanish, and Portuguese10. Good sense of career direction seen in ―Professional Profile‖ and ―Objective‖ statements and self awareness of personal strengths seen in ―Personal‖ Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page23
  • 24. ―Problem Solver‖ TraitsList five or more ―Problem Solver‖characteristics or traits: Whatare those qualities seen in successful ―problem solving‖ colleagues? 1. ______________________________ 2. ______________________________ 3. ______________________________ 4. ______________________________ 5. ______________________________ 6. ______________________________ 7. ______________________________ Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page24
  • 25. Problem Solver * Self-Assessment1. Solutions Focused [ ]2. Open to reason [ ]3. Treat others with respect [ ]4. Identify issues and explore alternatives [ ]5. Take responsibility for own behavior [ ]6. Self-control including tongue [ ]7. Intent listener to other opinions [ ]8. Peacemaker – turns conflict into problem solving [ ]9. Objectivity maintained regardless of environment [ ] Problem Solver Scale10. Straightforward – presents information accurately [ ]11. Willing to confront; attacks problems not people [ ] Champion 39 - 34 Very Skilled 33 - 2712. Open to feedback – teachable, eager to learn [ ] Skilled 26 - 2013. Personal style promotes dialogue and good relations [ ] Novice* 19 or lower * Mentor NeededTotal Score: [] Rating Key: 3 = strength 2 = skill 1 = needs development 0 = no confidence in ability * G&A thanks Dr. D.D. (Don) Warrick for his studies of Problem Solver and Resister / Hard-Core Resister behaviors. Don Warrick and Robert Zawacki, University of Colorado, co-authored ―High Performance Management” Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page25
  • 26. Communication Traits Rank the most used. Listening | Reading | Speaking | Writing – If you had to rank the most used skill by the average person on a typical day, what ranking number would you place next to each communication skill? – ―1‖ is the highest used skill, ―4‖ is the least used skill. [ ] Listening [ ] Reading [ ] Speaking [ ] Writing Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page26
  • 27. Communication Traits Estimate percentage of use. Listening | Reading | Speaking | Writing – Now, in 5% increments, estimate the percentage an average person will use each communication skill in a typical day. [ %] Listening [ %] Reading [ %] Speaking [ %] Writing 100% Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page27
  • 28. UNISYS Interview Evaluation ReportClient/Program:____________________Rate each of five areas with whole numbers only.Job-related comments are valued and requested.Ratings: 4 = far exceeds requirements 3 = exceeds requirements 2 = meets requirements 1 = does not meet requirementsCandidate: _______________________________ Job Title: __________________________________Work Location: _______________________ Dept. __________ Supervisor: ______________________1. Work History/Experience — prior company and industry relevance, employment stability, commitment, loyaltyRating: [ ] Comments: ______________________________________________________________________2. Knowledge, Skills, and Abilities — broad technical knowledge and relevant accomplishmentsRating: [ ] Comments: ______________________________________________________________________3. Job Interest and Motivation — enthusiasm for job and passion for industry, UNISYS, and mission of the organizationRating: [ ] Comments: ______________________________________________________________________4. Education and Training — undergraduate, graduate, certifications, professional development, life-long learningRating: [ ] Comments: ______________________________________________________________________5. Personal Strengths/Characteristics — customer focus, problem solving, drive for results, peer relationships, listeningRating: [ ] Comments: ______________________________________________________________________Overall: [ ] average five ratings above Open Relocation? ( )Yes ( )NoHire Recommendation: ( )Yes ( )No* ( )TBD Comments: ______________________________________________* comments requiredEvaluator: _________________________________ Date: _____________ Send form to HR within 30 minutes of interview. CONFIDENTIAL once completed. All interview questions and written evaluation comments must be job-related. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page28
  • 29. 10-Q Core Interview SAMPLE1. Why are you in the job market today?2. What attracts you to Unisys and our opportunity?3. Tell me about two accomplishments that have given you the most job satisfaction.4. What would references from previous employers reveal?5. Describe your present (most recent) work assignments and associated challenges.6. List your top three skills and abilities, and tell me why they are core strengths.7. What certifications or professional development are you pursuing?8. What development goals have you established for yourself?9. Have your problem solving skills been recognized in the recently?10. What would past bosses say are some of your personal strengths and characteristics?This interview allows us to evaluate our five target areas... Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page29
  • 30. Problem Solver Behavioral Questions  Problem Solving 1. Describe how you solved a problem that others around you couldn’t solve. 2. What were some of the toughest problems you ever solved? 3. Tell me about a time when someone taught you a lot about how to solve problems. 4. Do people generally come to you for help in solving problems? Why, why not? 5. What do you do when a problem stops you in your tracks? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page30
  • 31. ―Source of Hire‖ Answers Actual Candidate sources YTD November 30, 2011 RANK [ -- ] Ads in Papers/Magazines so ―yesterday‖ [ 2 ] Temp to Hire Conversions26% [ 3 ]Direct Hires25% [ -- ] Employment Agencies ~ 6% [ 1 ] Employee Referrals 42% Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page31
  • 32. New Employee SatisfactionNew Employees complete 30 days after start dates:RatingImportance 1. Recruitment process was professional [ ] [ ] 2. Recruitment process was responsive [ ][ ] 3. New job very interesting to me [ ] [ ] 4. Coworkers and manager welcomed me… … I feel a sense of belonging [ ] [ ] 5. Role requirements fit my skills [ ][ ] Rating Importance 4 far exceeds expectations 3 most important 3 exceeds expectations 2 more important 2 meets expectations 1 important 1 falls short of expectations Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page32
  • 33. Hiring Manager SatisfactionHiring managers complete 30 days after start dates:Rating Importance 1. Quality of candidates presented [ ] [ ] 2. Speed of candidate referrals [ ] [ ] 3. New hire start on time [ ] [ ] 4. New hire fit within team and culture [ ] [ ] 5. New hire fit skills to role requirements [ ] [ ] Rating 4 far exceeds expectations Importance 3 exceeds expectations 3 most important 2 meets expectations 2 more important 1 falls short of expectations 1 important Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page33
  • 34. Did we meet our stated goals? Themes Takeaways 1. RR 1. Roles and Responsibilities 2. CC 2. 10-Q Interview 3. 24 3. Behavioral Qs * 4. TT 4. 5-Area Assessment 5. QH 5. Interview Process 6. 85 6. Competencies + Qs * 7. SIR 7. Evaluation Form 8. Problem Solver Traits 9. Recruiting Culture Scorecard 10. Survey New Employees 11. Survey Hiring Managers 12. Workforce Planning * • Operational to Strategic * Reference Section Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page34
  • 35. ReferenceEEO ▪ Relationship Recruiting Quiz ▪ Hiring Managers Schedule Time ▪ Three Recruiting Arenas ▪ 5-Area Interview Evaluation ▪ Behavioral Interviewing for Competencies ▪ Agility ▪ Business Savvy ▪ Client Focus ▪ Diversity ▪ Excellence ▪ Initiative ▪ Integrity ▪ Leadership ▪ Respect ▪ Success ▪ Questions You Avoid ▪ Position Priorities ▪ Recruiter Role ▪ Hiring Manager Role ▪ HR Director Role ▪ Resource Manager Role ▪ Candidate’s 1st Day ▪ Recruiter Profile ▪ Reference Checks ▪ Telephone Interview ▪ Workforce Planning ▪ Recruiting Org. ▪ Resource Management Organization ▪ Resource REQ Quick Reference Guide Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page35
  • 36. Equal Employment Opportunity At Unisys we value the dignity of each individual and are committed to treating everyone with fairness and respect. All individuals will have an equal opportunity to secure gainful employment and to progress without unlawful discrimination on the basis of race, color, religious creed, national origin, citizenship, marital status, sex, sexual orientation, being over age forty, disability, and U.S. veteran status. All decisions affecting the Unisys workforce will be made on the basis of merit, qualifications, and competence. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page36
  • 37. EEOC Discrimination QuizCould you be practicing illegal job discrimination and not even know it?Take this 60-second true-or-false quiz and see where you stand.An employer…  … can refuse to hire women who have small children at home  … can generally obtain and use an applicant’s arrest record as the basis for denying employment  … can prohibit employees from conversing in their native language on the job  … whose employees are mostly white and male can rely solely upon word of mouth to recruit new employees  … can refuse to hire women to work at night because it wishes to protect them  … may require pregnant employees to take leaves of absence of a specified time before their delivery dates  … may establish different benefits such as pension and health insurance plans, for male and female employees  … may hire only males for a job if state law forbids employment of women for that capacity  … need not attempt to adjust work schedules to permit an employee time off for a religious observance  … only disobeys EEO laws when it is acting intentionally or with ill motive This is an actual EEOC quiz. All 10 statements are false. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page37
  • 38. ―Relationship Recruiting‖ Quiz―Relationship Recruiting‖ is… check one answer: [ ] dating job seekers [ ]hiring relatives [ ]networking through Aunt Mary [ ]treating job seekers like customers Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page38
  • 39. Hiring Managers Schedule TimeSchedule time…  No Openings? Invest an hour weekly to update resource forecasts or review resumes within pipeline to support business / revenue growth  Openings? Commit six to eight hours weekly to recruitment, interview, and retention activity • ad hoc hours during week or • regular schedule ~ 4:00PM - 6:00PM Thursdays ~ 8:00AM - 12:00 noon Fridays Expert staffing drives high performance, sustained customer satisfaction, and revenue growth. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page 39
  • 40. Three Recruiting Arenas #1 Employee Reassignments #2 External New #3 Temp Labor Hires AcquisitionUnisys Competitive Advantage: Recognize and link these threearenas. Goal is work simplification for hiring managers by using onerequirements document to access talent in any of the three arenas. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page 40
  • 41. 5-Area Interview EvaluationQ: What do we evaluate? A: Our Five Target Areas:1. Work History/Experience — prior company and industry relevance, employment stability, commitment, loyalty2. Knowledge, Skills, and Abilities— broad technical knowledge and relevant accomplishments3. Job Interest and Motivation— enthusiasm for job and passion for industry, Unisys, and mission of the organization4. Education and Training— undergraduate, graduate, certifications, professional development, life-long learning5. Personal Strengths/Characteristics— customer focus, problem solving, drive for results, peer relationships, listeningRating Scale: 4 = far exceeds requirements 3 = exceeds requirements 2 = meets requirements 1 = does not meet requirements Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page41
  • 42. Work History - 1 Work History/Experience Interview Questions 1. What led to you to leave your past two (three) jobs companies? 2. How did you acquire your last three positions? 3. Which of your past companies would you be most eager to rejoin? Why? 4. What would references from previous employers reveal? 5. What two accomplishments have given you the most job satisfaction? 6. Do you have an employment agreement (non-compete or non-solicitation)? (If yes, secure a copy and review with HR representative or recruiter.) Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page42
  • 43. Knowledge, Skills, and Abilities | KSA - 2 Knowledge, Skills, Abilities Interview Questions 1. Tailor questions for each specific position. For example, service delivery manager questions might address:  Customer satisfaction  Cost management  Decision making and problem solving  Productivity and people management  Leadership  Interpersonal/organizational effectiveness 2. Your questions might be framed as: ―Tell me about a time when ...‖ or ―Describe a situation when ...‖ 3. See also open ended questions on key competencies Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page43
  • 44. Motivation - 3 Motivation for Job, Department Mission, Unisys, and Industry – Interview Questions 1. Why are you in the job market today? 2. Can you do the job? 3. What attracts you to Unisys? 4. How were you referred to Unisys? 5. Why do you feel this job is a good fit for you? 6. Will you love this job? 7. What motivates you to put forth your greatest effort? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page44
  • 45. Education & Training - 4  Education and Training Interview Questions 1. How do you stay up to date technically? 2. What has been your most significant academic achievement? 3. Why would those who know you best say that you are committed to lifelong learning? 4. Are you presently pursuing any certifications or professional development? Explain. 5. What development goals have you recently established for yourself? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page45
  • 46. Personal Strengths - 5 Personal Strengths and Competencies (LOMINGER) 1. What would your past bosses say are some of your special strengths or characteristics? 2. How do you stay cool under pressure in very complex and difficult situations? 3. Tell me about a time you overcame resistance inside the organization to get a project done. 4. Have your team-building skills been recognized in past performance reviews or career discussions? 5. What would your coworkers say is their biggest challenge in working with you? 6. Why do your colleagues love working with you? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page46
  • 47. Competencies (10)The 68 Lominger Competencies describe―fit characteristics.‖Whenimportant competencies and strengths are part of a candidate’s skillset and experience, the probability of on-the-job success increases.Lominger Competencies include:  Action oriented  Approachability  Composure  Creativity  Learning on the fly  Managing vision and purpose  Organizing  Priority setting  Problem solving  Learning from experience — The Recruiting Architect Executive Handbook Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page47
  • 48. AgilityAgility Behavioral Questions  Agility: Action Oriented, Timely Decision Making 1. Tell me about a time when you seized an opportunity, grabbed something, and ran with it. 2. Tell me about a time when you needed information quickly and could not get it through formal channels. What did you do? 3. What have you done when your work has become routine and is no longer challenging? How did you deal with it? 4. Describe a recent situation that required you to take action with limited direction or information. How did you handle it and what did you learn? 5. What types of decisions have you been asked to make in the course of your career? How comfortable were you in making those decisions? Did you ever suffer any consequences as a result of a decision that you made? If so, how did you feel about your decision? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page48
  • 49. Business SavvyBusiness Savvy Behavioral Questions Business Savvy, Business Acumen and Decision Quality1. In this ever-changing industry we are in, how do you keep yourself abreast of industry trends, technology, and competition?2. This position requires strong decision-making skills. Give me a recent example that would demonstrate this ability.3. Give me an example of a time when your analytical skills enabled you to resolve a problem or succeed in an assignment or project.4. Describe a business decision you made which did not have the intended outcome. Why? What did you learn from it?5. Tell me about a time when a colleague or peer approached you for advice or counsel. Did your colleague use your suggestion? Why do you think your opinion was sought? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page49
  • 50. Client FocusClient Focus Behavioral Questions Client Focus 1. Give me an example of when you encountered a difficult customer. How did you win the customers trust? 2. Tell me about a time when you or your team improved a customer relationship. How did you recognize what improvements were needed? What was the outcome? 3. Tell me about an occasion when your work was criticized by the customer and what you did to put the customer at ease or increase the customer’s confidence. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page50
  • 51. DiversityDiversity Behavioral Questions Diversity 1. Give me an example of how you have championed diversity in the workplace. 2. Tell me about a time you had to deal with cultural differences. • What did you learn from this experience? • Should you have done things differently? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page51
  • 52. Initiative Initiative Behavioral Questions Initiative 1. Tell about how you brought about new procedures and improvements to your last job. 2. What goals have you set for yourself in the last year which you achieved? 3. How have you led a team when you were not the person in charge? 4. Give me an example of a solution you presented to your Manager that was ignored. What did you do after that? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page52
  • 53. Excellence Behavioral Questions  Excellence 1. When making a business decision, what are the key factors you consider? 2. Give me a specific example of when you used these factors in making a business decision? 3. Can you give me an example of a time when you persuaded someone who didn’t agree with you to go along with your decision? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page53
  • 54. Integrity Behavioral Questions Integrity 1. Give me an example of a business mistake you made. How did you handle the situation? 2. You are at a meeting and asked for your opinion but you know that your answer is not going to be popular. What do you do? 3. Tell me about a time when someone else received credit for something you had done. What did you do and what effect did it have on you? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page54
  • 55. Leadership Behavioral Questions Leadership Role 1. Describe a difficult or unpopular management decision you had to make and how you communicated it to ensure your group ―bought-in‖ or followed the decision. 2. Describe the most serious management problem you ever faced and how you dealt with it. 3. Talk about a time when you effectively planned for and mitigated a significant risk. 4. Describe interventions that you have taken when financial indicators showed that targets would be missed. 5. Tell me how you handled or managed an employee relations issue that resulted in termination. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page55
  • 56. RespectRespect Behavioral Questions Respect 1. Describe a time you had to work with a person you didn’t like. How did you handle the situation 2. Tell me about a time when you were angry about a business decision that was made and how you handled the situation. 3. Tell me about a time you had to work with a customer you did not like. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page56
  • 57. SuccessSuccess Behavioral Questions Success: Planning and Drive for Results1. What have you done that shows initiative?2. What risks did you take in your last or present job? Tell me about it.3. Tell me about a time when you reached out for additional responsibility. Why?4. Tell me about a suggestion you made on the job to improve the way things worked. What was the result?5. Describe two specific contributions you would expect to make during the first six months at a new company.6. What methods do you to carry through on an assignment to assure successful completion? Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page57
  • 58. Questions You Avoid Do not ask questions regarding… – marital status – age or date of birth – religious preference – observance of holidays – spouse or relationships – family planning – views on religious, social, political, or racial issues Questions must be job related with the goal of learning about the candidate’s qualifications for the position! Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page58
  • 59. Position PrioritiesAssign each new open position the correct priority:  Unisys Prime o Requirement for a position where Unisys is the Prime Contractor  Unisys Sub or IDIQ o Requirement for a position where Unisys is the subcontractor or for an IDIQ  Pipeline / Future Demand o Requirement for a position where a contract does not yet exist, for a proposal or anticipated growth  Indirect / Non-Billable o Requirement for a position that is not billable on a direct project These priorities can change during the recruiting life cycle. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page59
  • 60. Reference Check Worksheet Completed by HR / RecruitingCandidate Name:Executive Called: Title: Phone Number:Nature of working relationship? ( ) boss ( ) supplier ( ) peer ( ) customer ( ) other1. How long have you known candidate?2. Why is candidate changing jobs?3. What is candidate best known for?4. How is candidate regarded by peers?5. What is top accomplishment(s) or major impact?6. Any high visibility or formal recognition earned?7. Personal strengths/characteristics? (not biz or technical)8. Is there a missing skill or ability that if acquired would enhance the candidate’s overall effectiveness?9. Is candidate known as a problem solver? Examples?10. What are candidate’s most visible leadership qualities?11. Anything else I should know?12. Is candidate eligible for rehire? ( ) Yes ( ) No Note: a former manager or HR representative may answer Note: Ask job-related questions only. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page60
  • 61. Telephone Interview WorksheetCandidate’s Name:Open Position Title:Candidate’s Present/Last Position:Candidate’s Present/Last Company:Position RequirementsCandidate’s Knowledge, Skills, and Abilities1.2.3.4.5.6.7.8.Conducted By: Date: ASK JOB-RELATED QUESTIONS ONLY Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page61
  • 62. Recruiter Role TEAMS OF TWO WITH HIRING MANAGERS1. Coach hiring managers and clear obstacles for them throughout the recruiting cycle.2. Facilitate the effective use of systems.3. Maintain qualified candidate flow and pre-qualify, refer, interview, assess, recommend, and negotiate as needed.4. Recognize the candidate as ―customer‖ and promote the ―24-hour rule.‖5. Ensure sustained and consistent EEO outreach and results.6. Support building a pipeline of "problem solvers" we cant wait to hire!7. Provide tailored recruiting support that grows the business.8. Perform with enthusiasm andhigh energy the roles of: • Coach – promote effective and consistent process • Reporter – so we know how we’re doing • Representative – issues escalated, successes shared across Unisys • Recruiter – provide tailored support Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page62
  • 63. Hiring Manager RoleTEAMS OF TWO WITH RECRUITERSHiring Managers…1. Are "always recruiting" and ready to ―market‖ Unisys.2. Open high quality REQS at the level needed by the business3. Maintain current Priority codes4. Support recruiters in "relationship recruiting" behaviors so candidates are kept informed.5. Follow the ―24 Hour Rule‖ to shorten the recruitment cycle • communicate level of interest on candidate submittals • interview or schedule interviews with candidates6. Are disciplined and devote time weekly to some recruiting task even if no current openings. We’re always recruiting and treating job seekers like customers. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page63
  • 64. Resource Manager Role1. Demand forecast including ―hot skills‖ and college recruitment2. Ensure resource skill development and maximum utilization of staff3. Engage resource management organizations across Unisys4. Review internal resumes as needed to assist hiring managers5. Expedite interview selection process to include adherence to the ―24-hour rule‖6. Collaborate on resourcing strategies with HR representatives7. Participate in new business staffing deliverables by identifying and presenting qualified employees for contract and account team roles8. Work with HR recruiters to fill openings on defined ―target dates‖9. Control acquisition and deployment of subcontract labor10. Innovate cost-containment actions Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page64
  • 65. HR Director Role1. Assist in forecasting talent needs and resourcing strategies with resource management and recruiting teams2. Collaborate to help identify candidate competencies needed and contribute to creative, strategic, and multi-channel sourcing plans3. Partner with recruiting team to ensure well defined role levels and job descriptions are available for posting4. As needed assist in interviewing and evaluating candidates5. Oversee offers for appropriateness6. Assist in on-boarding activities as needed to ensure a positive candidate experience7. Welcome new employee on day one Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page65
  • 66. Candidate’s First DayRecruiter’s responsibilities include: 1. Closing the deal and facilitating the candidate’s background screenings 2. Informing hiring executive and other Unisys staff of start date 3. Coordinating orientation where applicable and ensuring new employee is alerted to new Unisys on-boarding program  Day One Orientation Activity  Week One Orientation Activity  Month One Orientation Activity 4. Conducting reference checks (service provider may perform) 5. Welcoming new employee and alerting him/her to 30-day surveyHiring Manager’s responsibilities include: 1. Coordinating work location and facility issues 2. Ensuring proper equipment available (laptop, cell phone, credit card, business cards, etc.) 3. Scheduling colleagues to greet, welcome, and make the new arrival feel a part of the team 4. Show him/her how to ―get things done‖ over first few days – remember our ―new hire‖ will refer others! 5. Assigning a ―Buddy‖ to closely monitor the first 90 days or longer… Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page 66
  • 67. Recruiter Profile Recruiters deliver service and drive business growth! They stay up-to-date with the latest Internet tools and pursue learning and professional certifications. They understand the business and maintain rapport with job seekers and hiring managers. They collaborate on job specifications, plan, source, assess, sell, communicate, market, persuade, encourage, coach, interview, evaluate, and recommend. Recruiters value and recruit diversity. They share knowledge and skills, present, take risks, seize opportunities, negotiate, contribute beyond their assignment, and thank their colleagues for supporting their success! They’re tenacious. They congratulate their new hires! Recruiters are talented and polished professionals who are passionate about recruiting! Other competencies include creativity, priority setting, organizing, problem solving, composure, action- oriented, perseverance, standing alone, comfort around higher management, approachability, others… Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page67
  • 68. Workforce Planning - ActionsWorkforce Planning at Top of Corporate Agenda1. Appoint HR the Champion Business Intelligence | Metrics | Staffing Forecasts | Workforce Scenarios2. Forecast where current trends are taking the organization3. Build future scenarios based upon recruitment effectiveness trends Time-to-Start | Quality | Talent Pipelines | Turnover by Performance | Costs4. Require top management to influence ―bottoms up‖ momentum5. Conduct workshops that make  Workforce Planning principles institutionalized  Workforce Planning as ―EPS relevant‖  Line managers become skilled practitionersHR facilitates workforce planning analysis and reporting. Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page68
  • 69. Workforce Planning Operational versus StrategicFROM Operational TO Strategic1. 12-month planning horizon with 1. 3 or 5-year horizon that matches quarterly focus organization strategic plan2. Input of internal data with 2. Input internal and external demographics, management decisions biz strategies, global trends, etc.3. Outputs usually a staffing plan and 3. Outputs are HR People strategies skill gap analysis 4. Scenarios use futuring techniques to4. Scenario planning using staffing question current paradigms models and variables 5. Forecasting not only priority – the process5. Forecasting is key focus is more comprehensive6. HR owns with business input 6. Business owns and HR facilitates7. Focus by operations and line 7. Focus by strategic management executives management and Board8. Aligns to business plan 8. Aligns to strategic plan Credit to Aruspex.com and the Conference Board Working Group Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page69
  • 70. Recruiting Organization | Federal Systems Recruiting & Staffing Team Bill Gunn Director Recruiting & Executive Recruiter Philip Perfetti Recruiting OperationsSholeh Shirazi Lolly Redley Marlon Lobban Debbie Perdzock Jeff WoodSr. Lead Recruiter Sr. Lead Recruiter Sr. Lead Recruiter Sr. Lead Recruiter Sr. Lead RecruiterDoD / Intel AP South DoD / Intel AP North DoD / Intel HNR, Portfolio, Sales HNR, JTF&A, DHS Back Office Staff Alison Keen P/T ―Flex‖ Recruiters Off site. Offers, ESS, Source DoD Scalable Recruiting Power Interviews, Audits, Local Market Compliance 10 to 12 ―On Call‖ Suzan Jawed Source & Recruit DoD Jan. 2012 Debra Hurdle George Freeman Wayne Porreco January 16, 2012 Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page 70