A step by step guide on setting up a consistent, best in class hiring process. Hire the right people for your organization, stay legally compliant, and don't waste time in your HR department.

1. A Strategic Approach to Hiring
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EXECUTIVEEXECUTIVE

2. A Strategic Approach to Hiring
 Components of a strong hiring process
 The job description
 Personality; the biggest predictor of performance
 Sourcing candidates
 The Resume – what is does and does not tell you
 The Phone Screen – Why it’s a1st
touch interview
 Face-to-Face – 2nd
touch interview
 Utilizing assessments
 Calculating turnover costs and staying legal

4. Hiring Myth #1
“I know a good one
when I see one.”
or
“I’m a pretty good
judge of character.”

5. Hiring Myth #2
Upon promotion
into management
one becomes
mystically endowed
with the traits
necessary to hire
and create a team
that gets the job
done.

6. Hiring Facts
 FACT – One of the biggest challenges
facing your business today is how to
attract, hire, and retain the right people.
 FACT – It is impossible to manage
effectively without hiring effectively.

7. Top 10 Reasons Managers Hire
10. They dressed well for the interview.
9. They were personable and articulate.
8. They seemed to have a good sense of humor.
7. They had researched the company a great deal.
6. They answered all the questions correctly.
5. They had a degree.
4. They seemed nice enough.
3. They reminded me of myself.
2. They were a friend of the family.
1. They were family.

8. Reality of Hiring
 We’re under pressure to fill a position
 Don’t interview enough to be competent
 Don’t interview enough to be comfortable
 Inadequate questioning techniques
 Poor analysis of job function
 Poor analysis of skills and behaviors

9. Reality of Hiring
 No job descriptions
 First impressions, previous knowledge
 Poor utilization of 2nd
opinions
 Expectations over or inappropriately sold
 References not properly validated

10. 8 Components of a Strong Hiring
Program
 Culture committed to the process
 Up-to-date “Job Descriptions”
 Defined behaviors for each role
 Defined competencies for each role
 Effective screening program
 Strong interviewing process
 Valid assessment process
 Effective reference checking process

11. Hiring Culture
We must always be in a hiring mode and on the
lookout for good people that can fit into the
organization at any time because:
 Must be driven from the top
 You always want to increase the caliber of the
people in your organization
 Someone thinks the grass is greener elsewhere
 Someone gave you a reason to fire them
 Business is so good you need to increase staff
 The need for good people is never-ending

12. Balanced Scorecard Approach
 Background / Work History
 Skills and Abilities
 Education and Training
 Competency Evaluation
 Resume and Interview
 Reference Check
 Assessments

13. Job Description and
Job Analysis

14. Elements of a Job Description
1. Is your legal cornerstone for all your hiring needs.
2. Establishes hiring objectives and standards.
3. Helps screen out the less qualified.
4. Communicates to the candidate their responsibilities.
5. Provides the basics to evaluate hiring and firing needs.
6. Provides the basis for pay increases and promotions.
7. Establishes the qualifications required for success.
8. Avoids confusion by establishing jurisdictional lines.
9. Is a tool for human resource planning.

15. Developing a Job Analysis
1. Ask how does this position contribute to the
goals of the company?
2. Familiarize yourself with the environment.
3. Get involved with the tasks, duties and
responsibilities expected.
4. Establish the goals and objectives you are
trying to accomplish.
5. Utilize the PAQ.

16. Sourcing Strategy
and Writing the Ad

17. Where to Look
 What is your recruiting area?
 Standard metropolitan area
 Regional
 National
 International
 Don’t limit your recruiting area to a
“reasonable commuting distance”

18. Sourcing Strategy
 Internal Posting
 Employee Referrals
 Internet / Monster.com
 Minority Organizations
 Colleges & Universities
 Newspapers
 Employment Agencies
 Technical Schools
 Job Fairs
 Walk-ins
 Competitors
 Networking
 Personal Contacts
 Industry Trade Journals
 Outplacement Firms
 Search Firms

19. Ad Construction
SYSTEMS TECHNICIAN
XYZ Security, has a position available for
a qualified, customer-oriented systems technician
to
inspect, install and service fire alarm, access
control, CCTV and security systems.
Experience preferred but not required, technical
background and good communication skills.
Health insurance, 401K and bonus plan.
Drug screen and background checks required.
Please send resume to:
XYZ Security
1111 Rolling Road
Evansville, IN 47711
prz@company.com
Fax: 812-423-2116 No phone calls please
EOE
(75 words)
SYSTEMS TECHNICIAN
XYZ Security, one of the nation’s
largest fire prevention & security companies has
a position available in our Evansville branch for a
qualified, customer-oriented systems technician
to inspect, install and service fire alarm, access
control, CCTV and security systems.
Experience preferred but not required. Must
have a valid drivers license, have a technical
background and good communication skills.
We offer competitive wages, health insurance,
401K and bonus plan. Drug screen and complete
background checks are required.
This is a non-smoking facility.
Please send resume to:
BRANCH MANAGER
XYZ Fire & Security
1111 Rolling Road
Evansville, IN 47711
prz@company.com
Fax: 812-423-2116No phone calls please EOE
(111 words)

20. An in-depth look
at Personality
Understanding the basic tendencies of personality
and how they manifest themselves in a job setting
is as important as understanding the job itself.
Personality is the biggest predictor of performance!

21. Why Personality
 It is the single biggest predictor of performance
 One of the leading contributors to success
 You cannot change a person’s personality
 Personality drives competency

22. Why we Hire vs. Why we Fire
 We HIRE for…
 Experience
 Education
 Skill level
 Personal chemistry
 We FIRE for…
 Attitude
 Behavior
 Interpersonal skills
 Performance
 Personality

23. 16 Personality Factors
A Warmth L Vigilance
B Reasoning M Abstractedness
C Emotional Stability N Privateness
E Dominance O Apprehension
F Liveliness Q1 Openness to Change
G Rule-Consciousness Q2 Self-Reliance
H Social Boldness Q3 Perfectionism
I Sensitivity Q4 Tension

24. Bipolar Scales
Factor
A
B
C
E
F
G
H
I
L
M
N
O
Q1
Q2
Q3
Q4
Left Meaning (-)
Reserved, Impersonal, Distant
Concrete
Reactive, Emotionally Changeable
Cooperative, Avoids Conflict
Serious, Restrained, Careful
Expedient, Nonconforming
Shy, Threat-Sensitive, Timid
Utilitarian, Objective, Unsentimental
Trusting, Unsuspecting, Accepting
Grounded, Practical, Solution-Oriented
Forthright, Genuine, Artless
Self-Assured, Unworried, Complacent
Traditional, Attached to Familiar
Group-Oriented, Affiliative
Tolerates Disorder, Flexible
Relaxed, Placid, Patient
Right Meaning (+)
Warm, Outgoing, Attentive to Others
Abstract
Emotionally Stable, Adaptive, Mature
Dominant, Forceful, Assertive
Lively, Animated, Spontaneous
Rule-Conscious, Dutiful
Socially Bold, Venturesome
Sensitive, Aesthetic, Sentimental
Vigilant, Suspicious, Skeptical, Wary
Abstracted, Imaginative, Idea-Oriented
Private, Discreet, Non-Disclosing
Apprehensive, Self-Doubting, Worried
Open to Change, Experimenting
Self-Reliant, Solitary, Individualistic
Perfectionistic, Self-Disciplined
Tense, High Energy, Impatient, Driven

25. Performance Factors
Factor
Scale Left Meaning (-) Right Meaning (+)
Self-Control
Unrestrained,
Follows Urges
Self-Controlled,
Inhibits Urges
Workplace Coping
Skills
Low Resilience,
Perturbed
High Resilience,
Un-perturbed
Interpersonal
Skills
Introverted,
Socially Inhibited
Extraverted,
Socially Participating
Independence
Accommodating
Accommodating, Agreeable,
Selfless
Independent, Persuasive, Willful

26. Personality and Job Fit
Matching the right people with the right jobs is critical
to driving your business initiatives and future growth

27. Personality and Job Fit
Traits of a Service Technician
A+ Friendly
M- Practical
B+ Reasoning
F- Serious
I- Tough Minded
Q3+ Organized
G+ Rule Conscientious

28. Personality and Job Fit
Traits of a Clerical Assistant
Q3+ Organized and Detail Oriented
B+ Problem-Solver
Q2- Team player
E- Cooperative
G+ Conscientious
A+ Friendly

29. Personality and Job Fit
Traits of a Process Engineer
M- Practical
B+ Reasoning
F- Serious
I- Tough Minded
Q3+ Organized
G+ Rule Conscientious

30. Personality and Job Fit
Traits of a Design Engineer
M+ Practical
B+ Reasoning
F+ Serious
Q1+ Open to Change
Q3+ Organized
G- Rule Conscientious

31. Personality and Job Fit
Core Traits of a Salesperson
 A+ Warmth
 B+ Reasoning
 C+ Emotional Balance
 E+ Competitiveness / Drive
 F+ Spontaneity
 G+ Conscientiousness
 H+ Social Boldness
 O- Self Confidence

32. Validation Studies
 Financial Services Department
 Shop floor supervisors
 Shop floor workers
 Service Technicians
 Sales Personnel

33. The Resume
The Resume
1st Interview-Telephone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and
Legal Issues

34.  Create job specs and a list of key factors the
applicant must have & check these against
the resume.
 Has the applicant’s experience or training
been acquired in a comparable setting to your
organization?
 Does the applicant have the width and depth
of experience you seek?
 Does the resume indicate accomplishments
and results or just duties?
What Are You Looking For?

35. The Resume
 A self-proclaimed, un-audited balance sheet without
the liabilities.
 25% of resumes likely contain inaccuracies or perhaps
embellishments.
 Candidates may not be experts at presenting
themselves on paper…does it make them more or less
qualified?
 Be careful of resumes written by head hunters, they
are rarely audited and are written to “sell” the
candidate.

36. Sorting Resumes
 Read with pen and highlighter
 Check for gaps, missing dates
 Is more space given to previous jobs?
 Is there an over-emphasis on education and
non-job factors?
 Review only 5-6 resumes at one sitting
 Do not make interview notes on the
application or resume, use a separate sheet
of paper

37. Gaps in the Resume
Never
take things
for granted!

38. Consider Before Rejecting
 Does the resume show a lack of qualifications,
information or accomplishments?
 Would a phone call obtain the missing
information?
 Is the desire to reject based on a poorly written
or presented resume?

39. Phone Screen
Resume
1st Interview-Phone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and
Legal Issues

40. Benefits of the Phone Screen
 See how the individual handles themselves
when caught off guard
 Evaluate their phone presence
 Pre-qualify the candidate
 Allows the candidate to weed themselves out
 Builds rapport to put the applicant at ease
 Cost and time effective

41. Elements of the Phone Screen
 No more than 5/6 questions
 Do not interview off the resume
 No more than 20 / 30 minutes
 Sets the stage for validation
 Mutual agreement to move to next step
 Qualifies how serious they are
 Prepares them for what to expect

42. Sample Phone Questions
 Why did you respond to our ad?
 What do you know about our organization?
 How would you describe the depth of your experience?
 Why are you looking to leave your current employer?
 What are your earning objectives? How does that
compare to your current compensation package?
 What kind of training have you had? What have you
done at a personal level to improve yourself and your
skills?

43. Face-to-Face Interview
The Resume
1st Interview-Phone Screen
2nd
Interview Face-to Face
Assessment and Analysis
Turnover Costs and
Legal Issues

44. Face-to-Face Interview
Points to Remember:
Fact # 1 Some candidates are more prepared for the
interview than interviewers are prepared to conduct the
interview.
Fact # 2 Candidates presented through a head hunter have
probably been coached.
Fact # 3 Shy people do not interview well because they are
uncomfortable talking about themselves.

45. 9 Steps to Planning Interviews
1. Review the job requirements & criteria
2. Review the application and/or resume
3. Determine areas of concern
4. Prepare and write or review desired questions
5. Prepare candidate selection folder
6. Determine desired objectives
7. Prepare interview location
8. Inform all necessary personnel of the interview
9. Allow enough time to conduct a thorough interview

46. Selection Criteria
1. Experience
A. Relative experience
B. Quality of experience
C. Progressive growth
2. Education
A .Education related to job content.
B. Technical skills.
C. General knowledge.
3. Skills and Aptitudes
A. Thought patterns
B. Analytical ability.
4. Qualities and traits
A. Goals and ability to follow through.
B. Professional commitment.
C. Real versus ideal expectations.
D. Strengths and weaknesses.
E. Ability to get along with others.
5. Other
A. Agreement with organization's mission and goals.
B. Acceptance of policy and procedure.
C. Understanding the job role and functions.
D. Realistic career goals versus job opportunities.

47. Performance
Past performance is usually a good predictor
of future performance. There are exceptions
to the rule one must be aware of. . .

48. Competencies
 Competencies are the critical path to
performance
 You can teach competencies but personality still
exists
 Know what competencies are necessary for
success as well as personality traits
 Identify what the candidate has to have versus
nice to have

49. Asking Questions
 Prepare and write or review desired questions
 Create specific questions for each job
dimension
 Open Probe vs. Closed Probe
 Tell me about a time when…
 Describe events that…

50. Employment History Evaluation
 Name of company
 Dates of employment
 Type of business
 Title and position
 Begin / End wages
 Expectations
 Responsibilities
 Accomplishments
 Mistakes
 Most enjoyable
 Least enjoyable
 Reason for leaving

51. The Supervisor Interview
 Tell about your last (current) supervisor, what was your
relationship?
 What is their name and title.
 Do they know your looking?
 Where are they now and will you provide permission to
contact?
 How would you describe their strengths?
 How would you describe their weaknesses?
 Describe your performance appraisals.
 If I were to call your supervisor what would he tell me
about your strengths and weaknesses?

52. Work Habits
1. Describe your work habits.
2. Describe a typical week Monday through Sunday.
3. Hours worked per week during last year.
4. Describe pace at which you work.
5. What gets you down?
6. What motivates you?
7. How well organized are you?
8. Describe your decision making style?
9. How effective are you in team situations?
10. Describe the last time you lost your cool?

53. Behavioral Interview
 Purpose: Uncover how the candidate has
demonstrated a particular skill, ability, trait, or
quality in the past
 Use information from the job analysis process
to outline specific behavioral dimensions
needed by successful employees
 Create specific questions for each job
dimension in advance
 Train/Learn the aspects of behavioral
examples

54. The STAR Approach
Uncovering Proof of Performance
Situation
Task
Action
Result

55. Principles of STAR
 Asking questions probes the depth of experience to
gain an understanding of the person’s true level of
ability.
 Layering questions prevents surface interviewing,
which usually happens as a result of being
uncomfortable, unfamiliar, or unprepared with the
interviewing process.
 Helps stay away from feelings and emotions

56. Utilizing Assessments
The Resume
1st Interview-Phone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and
Legal Issues

57. How it Helps the Interviewer
 Understand behavior and competencies in
relationship to productivity and performance
 Map out a step by step process that creates a greater
degree of concrete information
 Make sound hiring decisions based on past
performance and future potential
 Eliminate decisions based on feelings or emotions

58. Benefits of Assessments
 Identifies potential areas of concern
 Confirms thoughts and feelings
 Helps get a clearer picture of the person
 Identifies potential training needs
 Confirms core behaviors
 Helps quantify the validation process
 A Management TOOL, not the only basis for
hiring

59. Assessment Concerns
1. Some tests may actually scare away good candidates.
2. Cutoff scores may be too high thus eliminating potential
candidates.
3. Tests may not be linked to real job success measures.
4. Tests reviewed by untrained, inexperienced people who
may not fully understand test implications and meanings.
5. Legal implications of testing particularly as they relate to
EEOC and discrimination.
6. Uncertainty about how to select the best tests.
7. Relying too heavily on tests and not on the selection
criteria.

60. DISC – D(7) = 16PF E(9) and IM(8)
E+ L+ = Anger and aggression
E+ L+ F- = Can’t find any humor
or levity to offset her anger
E+ IQ+ = Tends to talk down to
others
ER+ C- L- = Can’t control her
anger when she is upset
Melissa Sample
Manager CS/Estimating/

61. Michela Sample
Manager

62. William Sample

63. DISC - C(6) = 16PF - Q3(8) and
SC(8)
E+ B- IQ- = Has problems
making shifts in his thinking
E+ O- = Does not see that he
doesn’t get it.
Q3+ O- = Thinks the decisions
he makes are correct
David Sample
Quality Control Manager

64. Bryan Sample
Quality Manager

65. Pilar Sample
VP South American Operations
Q1/10 = Driver of change
A8 Q2/2 I8 = Kind and
sensitive needs to be liked
Q1/10 I8 L6 = Becomes
overly critical under pressure
EX7 = Does not manage
stress
ER 7 O8 Q1/10 = Under
stress begins to micromanage
and becomes overly critical
moves away from coaching
as she worries about results
and pressure.

66. Alan Sample
VP of HR and Legal
B7 IQ 118 TMA 80% =
Excellent analytical skills
A7 Q2/6 I5 = Good people
skills, intuitive but could make
stand alone decisions
Q1/9 = High Intellect loved to
learn and challenge new ways
of thinking (would get
impatient)
E7 G6 Q3/8 = Sometimes
would over control and take on
too much and not delegate.

67. George Sample
VP Operations

68. Turnover Costs and Legal Issues
The Resume
1st Interview-Phone Screen
2nd Interview-Face-to-Face
Assessment and Analysis
Turnover Costs and
Legal Issues

69. Calculating Turnover Costs
 Progressive discipline
 Lost productivity
 Severance pay
 Unemployment taxes
 Help wanted ad
 Search process or firm
 Screening
 Interviewing
 Documentation
 Orientation
 Learning curve
 Training
AMA estimates these cost to be 2 or 3 times
annual salary of position you are filling.

70. Calculating Turnover Costs
 What are your known costs?
 What are your HIDDEN costs?
 The American Management Association
estimates the HIDDEN costs of turnover to be
2 to 3 times the annual salary of the position
you are trying to fill.

71. Questions and the Law
 Relevance to the job?
 Job-related?
 Required for business?
 Required for legal reasons?
If not careful, you and your company could
be liable if you do not follow proper protocol!

72. Keeping you legal
1 .In this job you will handle large sums of money. Have you ever been
arrested?
2. There will be a number of weekend conferences you and your manager
will need to attend. Does this overnight weekend travel present a
problem?
3. From your resume I noticed you are actively involved in your church.
Would it be a problem for you to work on Sundays?
4. Would your husband be willing to locate with you?
5. This job requires fluency in Spanish. Are you fluent?
6. We need a two year commitment when hiring for this position. Are you
planning to take any maternity leave over the next two years?
7. Are you legally entitled to work in this country?
8. This job requires you to move 45 pound boxes from one area to another.
Are you able to perform that task?
9. What kind of reasonable accommodations would you need to perform
this function?
10. How many days were you sick last year?

73. A Strategic Approach to Hiring
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74. Questions?