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Art & Science ICCFA

Lecture given as guest professor at ICCFA University 2007, on the Art and Science of interviewing and selecting employees.

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Art & Science ICCFA

  1. 1. The Art of the Interview and The Science of Selection A Process Approach to Recruiting Quality Individuals Jason Widing Business Development Manager Lincoln Heritage Funeral Planning
  2. 2. The Processes of Art and Science— How are they Measured?
  3. 3. The most common Recruiting Process – A Miserable Measure
  4. 4. What is the Cause of “Revolving-Door Recruiting”? <ul><li>50 Million active online resumes in circulation within U.S. </li></ul><ul><li>½ Million people falsely claim to have a college degree </li></ul><ul><li>68.7% fabricate reasons for leaving prior jobs </li></ul><ul><li>45.2% enhance previous job responsibilities </li></ul><ul><li>Source: Are You Using Best Practices in Hiring , </li></ul><ul><li>Source: The Kern/Ferry International Executive Recruiter Index (Part IV) </li></ul>
  5. 5. Additional Causes of “Revolving-Door Recruiting”? <ul><li>Harder to pinpoint compatibility than competence </li></ul><ul><li>The 21st Century has Created the “Professional” Candidate </li></ul><ul><li>“Trusting your gut” </li></ul>
  6. 6. What is the Cost of “Revolving-Door Recruiting”? <ul><li>2004 cost-per-hire = $4,262. An increase of $260 from 2003 (a 6% increase) </li></ul><ul><li>6% Trend = Projected $6,046 Cost by 2010 </li></ul><ul><li>U.S. DOL reported cost at 1/3 or more of annual salary for hourly </li></ul><ul><li>Source: Recruiting Metrics and Performance Benchmark Report, July 2004. </li></ul>
  7. 7. What is the Real Cost of “Revolving-Door Recruiting”? <ul><li>Lost Opportunity </li></ul><ul><li>Lost Productivity </li></ul><ul><li>Training Costs </li></ul><ul><li>Additional Recruiting Costs </li></ul><ul><li>Severance Packages </li></ul><ul><li>Litigation </li></ul><ul><li>Others? </li></ul>
  8. 8. How do you break away from “Revolving-Door Recruiting”? <ul><li>Step 1. Adopt the guiding philosophy of “Performance Excellence” </li></ul><ul><li>Step 2. Evaluate and identify key improvement opportunities within recruiting </li></ul><ul><li>Step 3. Make the Change – Create the Process </li></ul><ul><ul><ul><ul><li>Pre-Hire and Application Process </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Interviewing and Hiring Process </li></ul></ul></ul></ul>
  9. 9. Creating the Selection Process – Opportunities for Improvements Pre-Hire and Application Processes Defining the Organization and Position Objectives Sourcing Potential Candidate Prescreening and Information Gathering Building your Recruiting Database Do We have a Match? The Science of Selection
  10. 10. Defining the Organization and Position Objectives <ul><li>Who are you? </li></ul><ul><li>How do you describe your company’s “culture?” </li></ul><ul><li>What role does your firm play in your community? </li></ul><ul><li>What role does your company play in the larger corporate structure (if applicable)? </li></ul>Your hiring practices must be consistent with your Mission, Vision, and Management Philosophy.
  11. 11. Defining the Organization and Position Objectives (cont) <ul><li>Where is your target? </li></ul><ul><li>Have you analyzed your capacity relative to your production goal? </li></ul><ul><ul><li>Do you really know how many people you need? </li></ul></ul><ul><li>Have you established the qualifications for the position? </li></ul><ul><ul><li>Are the qualifications relevant? </li></ul></ul><ul><ul><li>Is there a job description? A current job description? </li></ul></ul>
  12. 12. Sourcing Potential Candidates <ul><li>Companies face up to a 90% yield loss in the recruiting process when good candidates opt out of the hiring process. </li></ul><ul><li>75% of 300 companies recently said they had lost qualified candidates in the last quarter because the recruiting process moved too slowly. </li></ul><ul><li>Source: Growing Your Company, 3 Strategic Recruiting Practices </li></ul>
  13. 13. Sourcing Potential Candidates (cont) <ul><li>Employment Web Site – 21% </li></ul><ul><li>Referrals – 19% </li></ul><ul><li>General Job Boards – 15% </li></ul><ul><li>Search Firms – 10% </li></ul><ul><li>Campus Recruiting – 8% </li></ul><ul><li>“ Other” – 6% </li></ul><ul><li>Niche Job Boards – 6% </li></ul><ul><li>Social Network Web Sites – 5% </li></ul><ul><li>Over 50% of New Hires were sourced from the internet </li></ul><ul><li>Source: 2006 Recruiting Trends Survey Summary, Direct Employers </li></ul>
  14. 14. Prescreen and Information Gathering <ul><li>“ Trust. But verify” </li></ul><ul><li>- Anonymous </li></ul>
  15. 15. Three Stages of Prescreening and Information Gathering Impact on Performance Stages of Prescreening and Information Gathering (APPEAR TO…) (CAN DO…) (WILL DO…) PRELIMINARY Appearance Manner Expressiveness Interests Presence COMPETENCY Knowledge Acquired Skills Training Experience Education Credentials COMPATABILITY Attitudes and Beliefs Self Motivation Stability and Persistence Maturity and Judgment Aptitude/Temperament Behavior Patterns
  16. 16. Creating the Interviewing Process – Opportunities for Improvements Interviewing & Hiring Processes Candidate Invited for Interview Conditional Offer of Employment Drug & Alcohol, Reference Screening (Background Checks) Hired The Art of the Interview
  17. 17. Interview Preparation <ul><li>Have you prepared and practiced your interview questions? </li></ul><ul><ul><li>Are you consistent and do you have a “questioning strategy?” Your strategy depends on who you are and your goal. </li></ul></ul><ul><li>Have you prepared the environment? </li></ul><ul><ul><li>NO INTERRUPTIONS. Does your choice of time and place allow you and the prospect to “relax and focus?” </li></ul></ul><ul><li>Have you studied all resumes? </li></ul><ul><ul><li>You have control. Can you keep it? </li></ul></ul>
  18. 18. Interview Preparation (cont) <ul><li>Do you know all compliance requirements? </li></ul><ul><ul><li>Do’s and Don’ts </li></ul></ul><ul><ul><li>Do you have enough money to burn a wet mule? </li></ul></ul>
  19. 19. What is an Interview? Judgement Day
  20. 20. Conducting the Interview <ul><li>Turn your ears on </li></ul><ul><ul><li>Good interviewers employ the 80/20 rule; listening 80% of the time and speaking 20% of the time or less </li></ul></ul><ul><li>Rephrase questions </li></ul><ul><ul><li>Don’t let the superficial slide </li></ul></ul><ul><li>Get comfortable with silence </li></ul><ul><ul><li>Common courtesy demands it </li></ul></ul>
  21. 21. Conducting the Interview (cont) <ul><li>Follow up with and interject additional probing questions with “Professional Persistence” </li></ul><ul><ul><li>Get the candidate to expand his/her answer </li></ul></ul><ul><li>Take copious notes. </li></ul><ul><ul><li>Not on the resume. </li></ul></ul><ul><ul><li>Your notes are a legal document. </li></ul></ul><ul><li>Panning for Gold </li></ul><ul><ul><li>Behaviors/Habits </li></ul></ul><ul><ul><li>Skills vs. Disciplines/Work Ethic </li></ul></ul>
  22. 22. Behavioral Interview Questions … … ask for specific examples of how the candidate has demonstrated a job-related behavior in the past . Interviewing Candidates
  23. 23. <ul><ul><li>Tell me about some of the obstacles that have threatened the success of your team. What steps have you taken to overcome those obstacles? </li></ul></ul><ul><ul><li>As a manager, what’s the most frustrating part of your current job? </li></ul></ul><ul><ul><li>Tell me about a time you had to use a persuasive approach to get one of your staff back on track? </li></ul></ul><ul><ul><li>Tell me about a decision you made within the last year that was not particularly well liked. </li></ul></ul>Sample Behavioral Interviewing Questions
  24. 24. “ Flip the switch”… But, don’t oversell. Conducting the Interview (cont)
  25. 25. Follow Up <ul><li>What “protection” or “security measures” do you insist upon? </li></ul><ul><ul><li>Do you check references? Do you REQUIRE a list of references? </li></ul></ul><ul><ul><li>Do you get background checks? </li></ul></ul><ul><li>What selection criteria, tools, and/or processes do you employ? </li></ul><ul><ul><li>Objectivity is KEY </li></ul></ul><ul><li>Is a second interview in order? </li></ul><ul><ul><li>Think investment, capacity, and TEAM </li></ul></ul>
  26. 26. Follow Up (cont) <ul><li>How do you prepare the “offer?” </li></ul><ul><ul><li>Leave nothing to guesswork. </li></ul></ul><ul><li>Do you send “regrets” to everyone interviewed? </li></ul><ul><li>What does your “Welcome Wagon” look like? </li></ul>
  27. 27. A Scientific and Artistic Recruiting Process Pre-Hire and Application Processes Defining the Organization and Position Objectives Sourcing Potential Candidate Prescreening and Information Gathering Building your Recruiting Database Interviewing & Hiring Processes Do We have a Match? Candidate Invited for Interview Conditional Offer of Employment Drug & Alcohol Reference Screening (Background Checks) Hired
  28. 28. <ul><li>You Can Teach a Turkey to Climb a Tree, But It’s Easier to Hire a Squirrel. </li></ul><ul><li>Spenser & Spenser (1993) </li></ul>What Do You Want to Hire? -VS-