Kenya Coconut Production Presentation by Dr. Lalith Perera
InterSystems Global Summit 2011 Presentation: Attracting, Hiring and Keeping Top Talent
1. Attracting,
Hiring, and
Keeping Top
Talent
Presented By:
John Paladino
Vice President of Client Services
InterSystems
2. My Most Important Lessons
1. I Am Responsible for Hiring Top Talent
2. I Must Understand the Process and Tune It to My Needs
3. I Must See the Process from the Candidate’s Point of View
5. My Old Process
1. Wait for Recruitment to Find and Present Candidates
2. Technical and Psychometric Test
3. Escalating Interviews
4. Present for Approval
6. New Demands
US$ M
350
300
250
200
150
100
50
0
1978 2010
13. Realization of My Problem
• Recruiting is Recruitment’s Job
• They Never Present Top Talent
• People Must Want to Work for Us
• Don’t They Understand That I’m Very Busy?
14. Step 0 - Understanding
• I Took Recruitment Under My Wing Temporarily
• I Spoke with Other Managers
• I Thought About What to Do
15. Step 0 - Understanding
1. I Must Explain What I Want
2. I Must Understand What Recruitment Does
3. I Must Address the Process Bottlenecks
4. I Must Use Rejections to Learn and Improve
5. I Must Understand the Candidate’s Experience
16. Step 1: Definition of Top Talent
1. Extremely High Degree of Aptitude
2. Entrepreneurial Initiative
3. High Degree of Professionalism
• Grammar
• Respect
• Empathy
• Accountability
• Integrity
• Commitment to Understanding
4. Impressive Passion and Energy
17. Traits of Top Talent
• Just as Picky as We Are
• Want Careers not Jobs
• Demand Respect
• Want to Work With Other Talented People
• High Position on My Relative Ranking
18. Step 2: Interview Short-Circuit
• I Conduct the First Formal Interview
• Immediate Decision
• Invitation to Check Us Out in More Detail While Waiting for
the Offer Letter
• Special Package for Successful Candidates
• Personal Follow-up with Candidates
• Immediate Feedback to Recruiter
19. Step 3: Develop a Pipeline
• Hire Professional Sourcers
• Select Exclusive Agencies to Partner
• Collaborate to Refine Targeting
• Develop a Script for Recruiters
• Develop Scalable Qualification/Testing Process
• Develop an Applicant Package
20. Sources
• MIT, Grove City College, WPI, RPI, Stonehill College,
SIGSE
• Alumni Communities
• Create a Web Identity - Social Media, Our Own Website,
Other Websites (Universities, InterSystems Job Connection)
• Posting boards - Linked-in, Facebook, Twitter, Monster,
DICE
• Professional Recruiter Network
• Employee Referral Program
21. Step 4: Scalable Process
• iCIMS Candidate Database (www.iCIMS.com)
• Remote On-Line Testing
• Central Administration of Workflow
• Recruiter Provides Prompt Feedback
22. Tools That Yield Scalability
• Daily Pipeline Report
• Technical Employment Test
• Professional Employment Test
• Predictive Index
• Templates
23. Technical Employment Test
• 30 minutes
• 20 problems with sample answer/solution
• Technical logic test, not a programming test
• Passing score is 17 / 20 for technical roles
• 89%+ fail rate
• Scores are either very low or very high
24.
25. Professional Employment Test
• 30 minutes
• 20 problems with sample answer/solution
• Business logic test
• Passing score is 17 / 20 for non-technical roles
• 76% fail rate
• High TET scores do not correlate to high PET scores
28. Predictive Index
• Administer in 5-10 Minutes On-Line
• Indicates Behavioral Traits When Under Pressure
• Uncanny Accuracy
• I Get a Deep Understanding of the Candidate in Minutes
• Useful to Validate Interview Assessment
• Improves Retention Due to Motivational Match
• All Managers Are Trained at PI Interpretation
29. Candidate Qualification
• Must score 34/40 on TET and PET (10% of all tested)
• Technical Candidates: TET >= 17/20
• Non-Technical Candidates: PET >= 17/20
• PI: Corporate Hook is a Bonus, Low D is a Concern
• Candidates with 38/40 or Better Are Fast-Tracked
30. Templates
• Welcome Letters
• Testing Preparation Letters
• About InterSystems Material
• Prospective Hire Kits
• Repeated Follow-Up’s
32. New Employee On Boarding
• Welcome Video with All Senior Managers
• Handbook for New Employees
• Systems Training On-Line
• Report Upon Arrival to Learning Services
• Tailored Training Roadmap
• Administered by Learning Services
• Skills Monitoring
33. Keeping Top Talent
• Innovation Drives Learning Opportunities
• Growth Drives Career Opportunities
• Culture/Values Drive Loyalty
34. The Results
1050
34 offices on 6 continents
2006 2010
35. Business Impact
2008 2010
Continuous pipeline of qualified
Start search when position opens
candidates worldwide
Months to hire good candidates 24 hours to 5 weeks
Hired 9% that Passed Test Hired 27% that Passed Tests
Inconsistent Criteria Managers Unified
$11,000 / hire $3,000 / hire
No Management Confidence Complete Confidence
36. My Recommendations
1. Make Recruiting Your Responsibility
2. Clearly Define Top Talent
3. Make Sure That Your Company is Attractive
4. Please, Engage Us to Help
37. My Problem Isn’t Unique
GOOGLE TRIES NEW ANGLE ON HIRING
“ Google is seeking to streamline its famously
convoluted and quirky hiring process as it aims to
recruit record numbers this year and increase its
intake of people with entrepreneurial, rather than
purely intellectual, talent..."
Richard Waters, Financial Times
February 6, 2011
