Attracting,   Hiring, and   Keeping Top      TalentPresented By:John PaladinoVice President of Client ServicesInterSystems
My Most Important Lessons 1. I Am Responsible for Hiring Top Talent 2. I Must Understand the Process and Tune It to My Nee...
The Story Begins         Sometime Around 5 BC
The Story Begins
My Old Process 1. Wait for Recruitment to Find and Present Candidates 2. Technical and Psychometric Test 3. Escalating Int...
New Demands  US$ M  350  300  250  200  150  100   50    0     1978     2010
Employee OpportunitySupport Specialist                        Sales Engineer               Product Manager, HealthShare
Employee OpportunitySupport Manager                  Product Manager
Employee Opportunity Support Specialist                     Sales Engineer                      Product Manager
Employee OpportunitySupport Specialist                     Technical Architect
Employee OpportunitySupport Manager    (WRC)                  Support Director                      (TRC)
Too Much Opportunity!                OMG,              This is MY              Problem!               WRC Director
Realization of My Problem • Recruiting is Recruitment’s Job • They Never Present Top Talent • People Must Want to Work for...
Step 0 - Understanding • I Took Recruitment Under My Wing Temporarily • I Spoke with Other Managers • I Thought About What...
Step 0 - Understanding 1. I Must Explain What I Want 2. I Must Understand What Recruitment Does 3. I Must Address the Proc...
Step 1: Definition of Top Talent 1. Extremely High Degree of Aptitude 2. Entrepreneurial Initiative 3. High Degree of Prof...
Traits of Top Talent • Just as Picky as We Are • Want Careers not Jobs • Demand Respect • Want to Work With Other Talented...
Step 2: Interview Short-Circuit • I Conduct the First Formal Interview • Immediate Decision • Invitation to Check Us Out i...
Step 3: Develop a Pipeline • Hire Professional Sourcers • Select Exclusive Agencies to Partner • Collaborate to Refine Tar...
Sources • MIT, Grove City College, WPI, RPI, Stonehill College,   SIGSE • Alumni Communities • Create a Web Identity - Soc...
Step 4: Scalable Process • iCIMS Candidate Database (www.iCIMS.com) • Remote On-Line Testing • Central Administration of W...
Tools That Yield Scalability • Daily Pipeline Report • Technical Employment Test • Professional Employment Test • Predicti...
Technical Employment Test • 30 minutes • 20 problems with sample answer/solution • Technical logic test, not a programming...
Professional Employment Test • 30 minutes • 20 problems with sample answer/solution • Business logic test • Passing score ...
Predictive Index          The Predictive Index Assessment
Predictive Index • Administer in 5-10 Minutes On-Line • Indicates Behavioral Traits When Under Pressure • Uncanny Accuracy...
Candidate Qualification • Must score 34/40 on TET and PET (10% of all tested) • Technical Candidates: TET >= 17/20 • Non-T...
Templates • Welcome Letters • Testing Preparation Letters • About InterSystems Material • Prospective Hire Kits • Repeated...
Welcome to InterSystems
New Employee On Boarding • Welcome Video with All Senior Managers • Handbook for New Employees • Systems Training On-Line ...
Keeping Top Talent • Innovation Drives Learning Opportunities • Growth Drives Career Opportunities • Culture/Values Drive ...
The Results                               1050  34 offices on 6 continents              2006             2010
Business Impact                 2008                              2010                                   Continuous pipeli...
My Recommendations 1. Make Recruiting Your Responsibility 2. Clearly Define Top Talent 3. Make Sure That Your Company is A...
My Problem Isn’t Unique         GOOGLE TRIES NEW ANGLE ON HIRING “ Google is seeking to streamline its famously  convolute...
Dilbert’s Definition of Top Talent
InterSystems Global Summit 2011 Presentation: Attracting, Hiring and Keeping Top Talent
InterSystems Global Summit 2011 Presentation: Attracting, Hiring and Keeping Top Talent
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InterSystems Global Summit 2011 Presentation: Attracting, Hiring and Keeping Top Talent

  1. 1. Attracting, Hiring, and Keeping Top TalentPresented By:John PaladinoVice President of Client ServicesInterSystems
  2. 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
  3. 3. The Story Begins Sometime Around 5 BC
  4. 4. The Story Begins
  5. 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. 6. New Demands US$ M 350 300 250 200 150 100 50 0 1978 2010
  7. 7. Employee OpportunitySupport Specialist Sales Engineer Product Manager, HealthShare
  8. 8. Employee OpportunitySupport Manager Product Manager
  9. 9. Employee Opportunity Support Specialist Sales Engineer Product Manager
  10. 10. Employee OpportunitySupport Specialist Technical Architect
  11. 11. Employee OpportunitySupport Manager (WRC) Support Director (TRC)
  12. 12. Too Much Opportunity! OMG, This is MY Problem! WRC Director
  13. 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. 14. Step 0 - Understanding • I Took Recruitment Under My Wing Temporarily • I Spoke with Other Managers • I Thought About What to Do
  15. 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. 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. 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. 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. 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. 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. 21. Step 4: Scalable Process • iCIMS Candidate Database (www.iCIMS.com) • Remote On-Line Testing • Central Administration of Workflow • Recruiter Provides Prompt Feedback
  22. 22. Tools That Yield Scalability • Daily Pipeline Report • Technical Employment Test • Professional Employment Test • Predictive Index • Templates
  23. 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. 24. 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
  25. 25. Predictive Index The Predictive Index Assessment
  26. 26. 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
  27. 27. 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
  28. 28. Templates • Welcome Letters • Testing Preparation Letters • About InterSystems Material • Prospective Hire Kits • Repeated Follow-Up’s
  29. 29. Welcome to InterSystems
  30. 30. 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
  31. 31. Keeping Top Talent • Innovation Drives Learning Opportunities • Growth Drives Career Opportunities • Culture/Values Drive Loyalty
  32. 32. The Results 1050 34 offices on 6 continents 2006 2010
  33. 33. Business Impact 2008 2010 Continuous pipeline of qualifiedStart search when position opens candidates worldwideMonths to hire good candidates 24 hours to 5 weeksHired 9% that Passed Test Hired 27% that Passed TestsInconsistent Criteria Managers Unified$11,000 / hire $3,000 / hireNo Management Confidence Complete Confidence
  34. 34. 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
  35. 35. 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
  36. 36. Dilbert’s Definition of Top Talent

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