Hiring the best tab 4 0403


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  • Welcome participants to module 4.
  • State that the overall goal of this module is to provide methods and techniques for hiring the very best which in turn will lead to improving overall organizational effectiveness.
  • Tell participants they will be working in teams with others at their table. Tell participants they have five minutes to discuss these two questions. Ask for 2 or 3 volunteers to present their stories to the class. Recap by stating that the effect of bad hiring decisions includes high turnover, poor sales team morale and low productivity.
  • Review the objectives and agenda for this module. Stress that this module will focus on behavior-based interviewing which is a method for improving the quality of hiring decisions.
  • Review the agenda. Stress that we are leading up to a major role play at the end of this course where participants will have an opportunity to practice key concepts and principles of behavior-based interviewing.
  • Describe the overall hiring process and how this module follows along with this model. Stress that most of the time in this module will be spent in developing a job specification, screening, interviewing and selecting candidates. We will first focus on developing job specification/competency model.
  • State that the purpose of writing job specifications is to lay out an objective criteria for finding and selecting qualified salespeople.
  • Present the definition of a job specification. Reinforce the benefits of doing a good job specification. State that there is an example of a job specification in the appendix.
  • Review and give examples of competencies. For example, being able to make sales presentations to a team of high level decision makers is a competency. Reinforce the differences between behaviors and personality traits. Behaviors are what people say or do. Personality traits are the inferences that we draw from a series of behaviors over time and are usually highly subjective .
  • State that there are examples of competency models in the appendix. Stress the link between hiring, training and performance management using the same competency model.
  • Ask each team to take 10 minutes to develop a competency model for an outside sales position, using above guidelines. Take 5 minutes to share models with the group.
  • You’ve completed a job specification model for your position. Next steps are: Develop staffing strategy/plan Source and screen Prepare and plan for the interview Briefly describe these steps. Point them to the appendix. Next, we are focusing on the Interview process. In particular, behavior based interviewing.
  • Provide definition of BBI Do a quick poll to see how many participants are familiar with, or have utilized BBI in the past.
  • Provide an example that illustrates behavior-based interviewing. The example describes finding and using related past behaviors. For example: if you were looking for someone to run a marathon it would be helpful to look at past long distance running experience, such as other marathons or 10k runs. Long distance swimming might be interesting background, but is not probably a predictor of ability to run a marathon.
  • Tell participants to take notes about the More than a Gut Feeling video relating to these three questions.
  • Facilitate discussion using questions above. Reinforce key points from the video: Building rapport Tolerating silence Getting contrary evidence Follow-up questions How do you develop questions? -- Refer to appendix for lists of proposed questions for GE businesses. Reinforce how the video should look for related life experience when work experience doesn’t exist, such as when you made an important life decision.
  • Use this model to provide an overview of behavior-based interviewing, and describe how the model will be applied in this course.
  • Introduce the 4 steps of interviewing.
  • Walk through the first step. Reinforce how important rapport is Need to be careful not to violate legal issues in small talk (e.g., where someone’s from; married?)
  • Walk through the second step. This is where the behavior based interviewing happens.
  • Walk through the third step. Stress the importance of selling the job, especially if you have a positive impression of the candidate and in situations where you are dealing with internal candidates. Explain that it’s important to create a realistic picture when discussing working for GE and that this is even more important in a full employment economy.
  • Walk through the fourth step.
  • Recap the overall four step interviewing model.
  • Present overview and add any interviewing tips, such as: Try to avoid interviews in public places, such as lunches, dinners, etc. In airports, try private lounges. Lunches and dinners can be used as an adjunct to an interview to build rapport and see how the candidate acts in social situations. Sell from the start. Interviewing can be an important recruiting tool.
  • Review tips about maintenance: Be conscious of your own body language, such as folding arms or raising eyebrows. Stress 90/10 rule. Make sure the candidate does most of the talking. Support candidate when they say something negative about themselves to keep the climate open. For example, if candidate says I’m not good with numbers . . . say, join the club, a lot of us have that issue. Don’t write down negatives immediately after they are said. Don’t take phone calls during the interview. Ask, how do you set up seating arrangements? Try to avoid the across the desk interview in order to build rapport rather than barriers. Review tips about note taking: Note taking can be done in three columns . . . situation , action and outcomes , so that you can keep track of what was said. In addition, the three-column format lets you see quickly what information you are missing and may want to continue probing for. Remind participants that, when taking notes, people can read upside down, so set it up so your notes are private.
  • Review questioning techniques: Stress that opinions and self-evaluations questions are overused and candidates usually know how to tell you what you want to hear. Note that strength and weaknesses questions are not behavior-based questions. One way to ask about the strengths and weaknesses is to say, “When I call your references, what will they say are your strengths?” Also, focus on developmental needs rather than weaknesses, and ask what are they doing about them right now.
  • Review hypothetical and behavior-based questions: Hypotheticals can be used to learn about someone’s thought processes and how well they think on their feet. Usually, they are not a good predictor of future behavior because candidates learn how to answer them. If you ask someone how they would develop business in Chin, ask how they would go about it. This tells you if they would take an analytical approach or how they would be organized. Open-ended, behavior-based are the desired types of questions.
  • Introduce role plays. Before breaking group out, instructor should choose a participant and model behavior based questions with instructor as the interviewer. Help divide the class into triads. State that there is a blank form for writing down interview questions and taking notes. Tell participants to spend 7 minutes on the interview and 5 minutes on debriefing, lead by the observer using the observer’s checklist. Walk through the key items on the observer’s checklist. State that the observer also needs to be the time keeper.
  • Debrief the role plays by asking this question. From the role plays, point out the following: Phrases like “describe for me” or “tell me about” can mask behavioral questions. Developing contrary questions takes more concentrated effort. This technique should work the same way during video conferencing.
  • Provide guide discussion on legal guidelines as they relate to interviewing -- overview only!! Let participants know that more information around this topic is in the appendix and that they should always consult with their HR or legal staff with questions or concerns.
  • Revisit process map. We will now focus on assessing and selecting candidates.
  • Review the three step process for evaluating candidates. Stress that the more candidates there are, the more note taking becomes important. Try to review notes and debriefs as soon after interviewing as possible. Emphasize that doing Step 3 with all interviewers together is most effective.
  • Stress the following information about reference checks: Start with hard/formal reference checks for getting the facts. People do lie on their applications, misrepresenting information such as false degrees, felony convictions, etc. Application forms give you the right to do reference checking. This is known as legal release. Internal GE - it’s critical and we expect to get information including past reviews, stock option and salary history in addition to other performance comments. External to GE the response will be mixed, some companies will provide no information.
  • Ask you HR person about how to use Adrem.
  • Stress the following point: If you are asked for information, be careful about saying anything beyond dates and job title. You can provide information internally. Check with HR if not sure what to do.
  • Revisit process map. Inform participants that you will use remaining time to quickly overview the job offer process (pre-offer checklist, making the offer and post-offer follow-up).
  • Make the following points about job offers: Offer letter is usually a follow-up. Offer is made verbally, either in-person or on the phone.
  • Should follow their businesses practice on offer letters Standard offer letters are used by the new hire transfer center
  • Stress transition process. Make first impression with GE positive. Stress that speed is critical in getting offer out. Slowness leads to losing prospects. Stress making sure to let candidates know not to resign or give notice until all contingencies have been met. Physical and drug screen cannot happen until after offer is extended. This is by law !
  • Tell participants to review the information on job offers on their own.
  • Revisit process map.
  • Hiring the best tab 4 0403

    2. 2. The Gold Standard Hiring the Best The first step to upgrading the organization is to hire the very best !
    3. 3. What is the impact of making a bad hiring decision ? Any horror stories ? Group Discussion Hiring the Best
    4. 4. Learning Objectives By the end of this module, you will be able to ... <ul><li>Develop behavior-based interview questions that you can utilize when you return to your job AND that are linked to your business’ sales competency model </li></ul><ul><li>Conduct an effective behavior-based interview </li></ul><ul><li>Describe several legal pitfalls related to selection and </li></ul><ul><li>hiring </li></ul>
    5. 5. Agenda <ul><li>Job Specifications </li></ul><ul><li>Overview of Key Success Factors </li></ul><ul><li>Behavior-Based Interviewing </li></ul><ul><li>Legal Issues </li></ul><ul><li>Role Play </li></ul><ul><li>Interview Tips </li></ul>
    6. 6. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
    7. 7. Job Specification If you don’t know what you are looking for, you are not likely to find it
    8. 8. <ul><li>A job specification . . . </li></ul><ul><li>Forms a common understanding of job & candidate requirements </li></ul><ul><li>Provides basis for job posting, interview Q’s & selection criteria </li></ul>Job Specification Key Elements <ul><li>Job purpose or charter </li></ul><ul><li>Job responsibilities </li></ul><ul><li>Measurements and other expectations </li></ul><ul><li>Candidate qualifications </li></ul><ul><li>- Skills - Knowledge </li></ul><ul><li>- Abilities - Experience </li></ul><ul><li>- Values - Other </li></ul>
    9. 9. Com . pe . ten . cy n. Any knowledge, skill, action pattern, or thought pattern that can be shown to reliably distinguish between average and superior performers in a job. Key success factors consist of competencies that are defined and demonstrated through specific observable behaviors which superior performers do more often, in more situations, and with better results than average performers Critical Success Factors
    10. 10. Competency Models A competency model ... <ul><li>Identifies and describes competencies of top-performing role models </li></ul><ul><li>Consists of skills and leadership values pertinent to the job category </li></ul><ul><li>Provides the framework for organizational upgrade </li></ul>A competency model can be used for ... <ul><li>Designing interview questions to assess strengths in each skill / value </li></ul><ul><li>A scorecard to rate candidates on each skill / value </li></ul><ul><li>Training and development </li></ul><ul><li>Performance management </li></ul>
    11. 11. Job Specifications Table Discussion <ul><li>As a table you want to develop a job spec’ for an outside sales position </li></ul><ul><li>Think about outside sales people you have worked with who are superior performers. What type of behaviors (things they say or do) set them apart from other employees? </li></ul><ul><li>Develop a list of competencies (knowledge, skills, action patterns) which the behaviors indicate are essential for the outside sales position. Be prepared to share with the group. </li></ul>
    12. 12. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
    13. 13. Behavior-Based Interviewing WHAT is it ? Basing interview questions and candidate assessment on job relevant past behavior
    14. 14. Behavior-Based Interviewing <ul><li>Make better hiring decisions . . . past behavior, particularly if it’s recent, relevant and sustained, is the best predictor of future behavior </li></ul><ul><li>Minimize legal exposure . . . it’s the most objective way to assess a candidate’s qualifications </li></ul>WHY use it ?
    15. 15. Behavior-Based Interviewing Preview of Class Discussion Questions to consider when watching the video... 1) What will you stop doing ? 2) What will you start doing ? 3) What issues / concerns / questions do you have about behavior-based interviewing ?
    16. 16. Behavior-Based Interviewing Class Discussion Based on what you learned from the video ... 1) What will you stop doing ? 2) What will you start doing ? 3) What issues / concerns / questions do you have about behavior-based interviewing ?
    17. 17. Behavior-Based Interviewing Open-ended behavior questions General Experiences Specific Experiences Probes <ul><ul><li>Situation </li></ul></ul><ul><ul><li>Action </li></ul></ul><ul><ul><li>Result </li></ul></ul><ul><li>Clarify </li></ul><ul><li>Get more information </li></ul><ul><li>Look for contrary evidence / confirmation </li></ul>
    18. 18. <ul><li>Structure of the Interview </li></ul>Opening the Interview 5% Gathering Information 80% Giving Information 10% Closing the Interview 5% The Basics of Interviewing
    19. 19. <ul><li>Making small talk </li></ul><ul><li>Making the candidate comfortable </li></ul><ul><li>Introducing yourself </li></ul><ul><li>Structuring the interview </li></ul><ul><li>Structure of the Interview </li></ul>Opening the Interview 5% Gathering Information 80% Giving Information 10% Closing the Interview 5% The Basics of Interviewing
    20. 20. The Basics of Interviewing <ul><li>Using open-ended behavior questions </li></ul><ul><li>Probing </li></ul><ul><li>Evaluating </li></ul><ul><li>Structure of the Interview </li></ul>Opening the Interview 5% Gathering Information 80% Giving Information 10% Closing the Interview 5%
    21. 21. <ul><li>Telling about the job </li></ul><ul><li>Selling the opportunity </li></ul>The Basics of Interviewing <ul><li>Structure of the Interview </li></ul>Opening the Interview 5% Gathering Information 80% Giving Information 10% Closing the Interview 5%
    22. 22. The Basics of Interviewing <ul><li>Describing next steps and timing </li></ul><ul><li>Thanking the candidate </li></ul><ul><li>Structure of the Interview </li></ul>Opening the Interview 5% Gathering Information 80% Giving Information 10% Closing the Interview 5%
    23. 23. <ul><li>Making small talk </li></ul><ul><li>Making the candidate comfortable </li></ul><ul><li>Introducing yourself </li></ul><ul><li>Structuring the interview </li></ul><ul><li>Using open-ended behavior questions </li></ul><ul><li>Probing </li></ul><ul><li>Evaluating </li></ul><ul><li>Telling about the job </li></ul><ul><li>Selling the opportunity </li></ul><ul><li>Describing next steps and timing </li></ul><ul><li>Thanking the candidate </li></ul>The Basics of Interviewing <ul><li>Structure of the Interview </li></ul>Opening the Interview 5% Gathering Information 80% Giving Information 10% Closing the Interview 5%
    24. 24. The Basics of Interviewing Tips <ul><li>Climate Setting </li></ul><ul><li>Private, professional area . . . no interruptions </li></ul><ul><li>Properly arranged seating </li></ul><ul><li>Be on time and be prepared </li></ul><ul><li>Establishing Rapport </li></ul><ul><li>Act friendly and welcoming . . . smile, establish eye contact </li></ul><ul><li>Offer a beverage . . . demonstrate interest in their comfort </li></ul><ul><li>Use candidate’s name . . . clarify what they like to be called </li></ul><ul><li>Make small talk. . . . keep it light </li></ul>
    25. 25. <ul><li>Maintenance </li></ul><ul><li>Maintain accepting and friendly facial expressions </li></ul><ul><li>Use a broad vocal range </li></ul><ul><li>Use candidate’s name from time to time </li></ul><ul><li>Talk 10%, listen 90% </li></ul><ul><li>Maintain eye contact </li></ul><ul><li>Show approval and enthusiasm </li></ul><ul><li>Soften negative responses </li></ul><ul><li>Encourage candidate with head nodding </li></ul><ul><li>Note Taking </li></ul><ul><li>Take extensive notes without writing whole sentences </li></ul><ul><li>Develop a system that works for you </li></ul><ul><li>Capture content and context </li></ul><ul><li>Don’t write negatives as soon as candidate states them </li></ul><ul><li>Keep your notes away from candidate’s direct vision </li></ul>Tips The Basics of Interviewing
    26. 26. Types of Questions <ul><li>Open vs. Closed </li></ul><ul><li>Closed questions can be answered “yes” or “no” . . . have their purpose but should be limited </li></ul><ul><ul><li>- Did, Do, Are, Will, Would, Should </li></ul></ul><ul><li>Open-ended questions require explanation . . . candidate must organize thoughts </li></ul><ul><ul><li>- Describe, How, Explain, Tell me, What </li></ul></ul><ul><li>Self-Evaluation / Opinion </li></ul><ul><li>Examples : What are your strengths? </li></ul><ul><ul><li>What is the best way to close a sale? </li></ul></ul><ul><li>No real evidence about what the candidate actually does or how they will behave in the future </li></ul><ul><li>A skilled interviewee will tell you what you want to hear </li></ul>
    27. 27. Types of Questions <ul><li>Hypotheticals </li></ul><ul><li>Examples: How would you handle a sales associate who refuses to complete required paperwork but is delivering good results? </li></ul><ul><li>“ Hypos” help you understand a candidate’s thought process and ability to think on his/her feet </li></ul><ul><li>Don’t use “hypos” to predict future behavior . . . it’s easy to talk a good game </li></ul><ul><li>Open-Ended </li></ul><ul><li>Behavior Questions </li></ul><ul><li>Example: Tell me about a particularly challenging negotiation with a customer. How did you prepare? What was the outcome? </li></ul><ul><li>These questions allow for a more objective assessment of the candidates qualifications </li></ul><ul><li>Use whenever possible </li></ul>
    28. 28. <ul><li> Three roles (Interviewer, Candidate, Observer) </li></ul><ul><li>Interviewing for outside sales position </li></ul><ul><li>Develop questions based on one competency from each group </li></ul><ul><li>Skill Based Competencies Value Based Competencies </li></ul><ul><li>- Business / Finance - Boundarylessness </li></ul><ul><li>- Time Mgmt / Organization - Speed </li></ul><ul><li>- Interpersonal Skills - Change Orientation </li></ul><ul><li>10 minutes to prepare, then 12 minutes per rotation </li></ul>Role Play Guidelines Triad Role Plays
    29. 29. g Guidelines: Behavior-Based Interviewing Instructions : • Form team of three (triads) • Each person selects their initial role: Interviewer, Candidate, or Observer • Do the preparation, interaction, and debrief as outlined below • After 12 minutes, rotate roles so that each person plays each role once Preparation : Each person selects 2 of the following competencies to focus on (one from each column): (10 minutes) A) Business/Finance Knowledge D) Boundarylessness B) Time Mgmt./Organizational skills E) Speed C) Interpersonal Skills F) Change Orientation and develops behavior-based questions using the attached Interviewing Form Interviewer Candidate Observer Role You are interviewing a candidate You are being interviewed You will observe the interview and for an outside sales position in for an outside sales position conduct the Debrief Session. You your business. in the interviewers’ business are also the designated timekeeper. Interaction Conduct the interview, focusing on In the candidate role, answer Listen and watch the Interviewer and (7 minutes) the information gathering phase. the interview questions, drawing Candidates, making notes on the (Skip the rapport building phase from your own experiences. Observer’s checklist. and closing.) Debrief Listen and learn from the Share any other feedback Share and discuss feedback on how (5 minutes) feedback. to supplement the Observer’s well the Interviewer conducted a comments. behavior-based interview.
    30. 30. Role Play - Interviewing & Note-Taking Form Competency Behavior-Based Questions N o t e s
    31. 31. <ul><li>Were the questions competency-based ? </li></ul><ul><li>Were the questions focused on past behaviors, </li></ul><ul><li>as opposed to being hypothetical ? </li></ul><ul><li>Were most of the questions open-ended ? </li></ul><ul><li>Did the Interviewer probe to get additional </li></ul><ul><li>information ? </li></ul><ul><li>Did the Interviewer ask clarifying questions ? </li></ul><ul><li>Did the Interviewer ask confirming / contrary </li></ul><ul><li>questions ? </li></ul><ul><li>Did the Interviewer ask any inappropriate or </li></ul><ul><li>non-job-related questions ? </li></ul>Role Play: Observer Checklist
    32. 32. Role Play Debrief Class Discussion What were the most challenging aspects of this exercise ?
    33. 33. Legal Guidelines: Interviewing <ul><li>The interview should only gather information which is job related. </li></ul><ul><li>Topics to avoid include: </li></ul><ul><li>Age </li></ul><ul><li>Race </li></ul><ul><li>Sex </li></ul><ul><li>Marital Status </li></ul><ul><li>National origin/ancestry </li></ul><ul><li>Religious denomination </li></ul><ul><li>Disability </li></ul><ul><li>Stand on civil rights </li></ul><ul><li>Arrest record </li></ul><ul><li>Pregnancy or family planning </li></ul><ul><li>Child care arrangements </li></ul><ul><li>Credit rating </li></ul><ul><li>How long plan to work </li></ul><ul><li>If it is not job-related or when in doubt, don’t ask it! </li></ul><ul><li>Don’t give the wrong reason for rejection. </li></ul><ul><li>Make no representation about employment duration. </li></ul>Only ask questions that allow you to assess whether or not a candidate is qualified to perform the job. Consult with your HR or Legal Staff.
    34. 34. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
    35. 35. Assess and Select <ul><li>Step 1: Review and expand notes </li></ul><ul><ul><li>Immediately after interview </li></ul></ul><ul><ul><li>Additional information and context you recall </li></ul></ul><ul><li>Step 2: Complete assessment </li></ul><ul><ul><li>As soon as possible after interview </li></ul></ul><ul><ul><li>Assess against key job specification elements </li></ul></ul><ul><ul><li>Summarize strengths and weaknesses. . . </li></ul></ul><ul><ul><li>make hire/no hire recommendation </li></ul></ul><ul><li>Step 3: Participate in de-briefing </li></ul><ul><ul><li>At end of interview schedule </li></ul></ul><ul><ul><li>Open discussion of candidate’s qualifications </li></ul></ul><ul><ul><li>Be specific when supporting ratings and conclusions </li></ul></ul><ul><ul><li>Try to reach consensus on each specification/ </li></ul></ul><ul><ul><li>competency </li></ul></ul>Evaluation of Candidates
    36. 36. <ul><li>Why is formal reference checking important? </li></ul><ul><li>It provides additional information to make a hiring decision </li></ul><ul><li>Misrepresentations can and do occur... regularly </li></ul><ul><li>It verifies applicant is being truthful </li></ul><ul><li>Word of mouth referrals are not always accurate and may </li></ul><ul><li>be made for other reasons </li></ul><ul><li>Relying on your “intuitive feel” is hit or miss at best </li></ul>Reference Checking Assess and Select
    37. 37. <ul><li>External candidates (non-GE employees) must complete and sign application form </li></ul><ul><li>Advise candidate we will be conducting reference check... it is Company practice - Candidate must sign acknowledgement. </li></ul><ul><li>Explain that information will be kept confidential </li></ul><ul><li>GE has a standard corporate agreement to conduct reference </li></ul><ul><li>checks…follow your own businesses’ guidelines </li></ul>Reference Checking Assess and Select
    38. 38. <ul><li>If you do contact a former employer ... </li></ul><ul><li>Only contact references supplied by candidate & inform reference candidate has referred you to them </li></ul><ul><li>Downplay impact of single reference on hiring decision </li></ul><ul><li>Explain that everything will be kept confidential </li></ul><ul><li>Explain you have gotten a good picture of applicant’s background but would like their perspective </li></ul><ul><li>Get list of strengths and development needs </li></ul><ul><li>Test your hypothesis about shortcomings related to the job spec </li></ul><ul><li>Ask about circumstances of departure and if they would re-hire </li></ul>Reference Checking Assess and Select
    39. 39. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
    40. 40. <ul><li>Before making the offer ... </li></ul><ul><li>Be prepared </li></ul><ul><ul><li>Know the candidate’s current salary (including commissions) </li></ul></ul><ul><ul><li>Know candidate’s expectations (based on phone screen, interview)... help shape reasonable expectations </li></ul></ul><ul><li>Obtain necessary approvals (e.g., manager, H.R.) and know whether you have authority to negotiate </li></ul><ul><li>Be familiar with and follow your business’ processes </li></ul>Job Offer Process
    41. 41. <ul><li>Make the offer ... </li></ul><ul><li>Extend the offer verbally </li></ul><ul><ul><li>Title, location, starting salary </li></ul></ul><ul><ul><li>Reporting relationship </li></ul></ul><ul><ul><li>Benefits (provide overview of benefits plan if candidate requests) </li></ul></ul><ul><ul><li>Transfer package (seek H.R. clearance first) </li></ul></ul><ul><ul><li>Explain offer is contingent upon passing relevant screens or obtaining required permits </li></ul></ul><ul><ul><li>Express excitement with candidate joining your staff, GE business, and GE Company </li></ul></ul><ul><ul><li>Give date by which you would like to have offer accepted </li></ul></ul><ul><li>Extend written offer as confirmation </li></ul>Job Offer Process
    42. 42. <ul><li>Once offer is accepted ... </li></ul><ul><li>Establish start date </li></ul><ul><li>Ensure smooth transition into GE and follow your business’ process </li></ul>Job Offer Process
    43. 43. <ul><li>Tips: </li></ul><ul><li>Do not sign off qualified candidates who are your second or third choice until first choice has accepted </li></ul><ul><li>Sign off should take place as soon as possible upon determining the candidate(s) </li></ul><ul><li>If you verbally sign off, do not attempt to engage in a constructive conversation about why the candidate was not selected </li></ul><ul><ul><li>Stick to a statement about finding a candidate whose background is a better match for the position </li></ul></ul><ul><ul><li>Don’t engage in discussion of specific qualifications unless candidate is weak in those areas and the requirements are job related </li></ul></ul><ul><ul><li>Do not make future promotability a basis for non-selection </li></ul></ul>Job Offer Process
    44. 44. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need