Smart Hiring


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Workshop presentation on smart hiring practices & principles by Warren Rutherford, Owner, The Executive Suite, 12/2009.

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Smart Hiring

  1. 1. Smart Hiring – Selecting High Performance Employees for the New Economy The Smart Guide to Human Resource and Management Seminars Presented by Warren J. Rutherford The Executive Suite
  2. 2. Program  Smart Hiring Survey  Our new economy – knowledge based  Company future strategies - planning  Person – future fit - asking  Alignment  Company needs  Applications & Interviews  Job Descriptions  Assessing Person – Position Alignment  Decision attributes – thinking our talents  Assessment process  Selection © 2
  3. 3. Smart Hiring Survey S ta t e m e n t S c o re 1 .           E m p lo y e e s a r e t r a i n e d a n d q u a li f i e d f o r t h e f u n c t io n s t h e y p e r f o r m a n d t o m e e t t h e f u t u r e n e e d s of the c om pa n y. 2 .           W e h a v e d e v e l o p e d a r e c r u it i n g s t r a t e g y t o g e t th e w o rk e r s t h a t t h e c o m p a n y n e e d s f o r it s fu tu re . 3 .       W e h a v e d e v e lo p e d a j o b a p p li c a ti o n fo r m t h a t w ill g iv e u s t h e in f o rm a t io n w e n e e d a b o u t a c a n d id a t e ’s fit t o o u r fu tu re n e e d s . 4 .       W e h a v e d e v e lo p e d in te rv ie w in g q u e s t io n s t h a t w ill g iv e u s t h e in f o rm a t io n w e n e e d a b o u t a c a n d id a t e ’s fit t o o u r fu tu re n e e d s . 5 .       W e u s e a ss e ss m e n ts t o p u t p e o p le in p o s i ti o n s t h a t b e s t s u i t t h e i r s k i ll s , b e h a v i o r s , a n d v a l u e s . A ve ra g e = T o t a l/ 5 © 3
  4. 4. Smart Hiring Survey  Results -  If your average score is 4 to 5, you are hiring smart.  If your average score is 3 to 3.8, you are in the caution zone & need improvements to your hiring program. You can benefit from better alignment, making you much more productive & profitable.  If your average score is < 3, you are in the danger zone & are probably out of alignment, and much less productive & profitable than you could be. © 4
  5. 5. The Economy We Knew  1978 NYU Stern School of Business Study (5,000 companies) Balance Sheet Intangible  95% correlation between balance sheet and business value © 5
  6. 6. The New Economy We Need to Know & Understand  2005 NYU Stern School of Business Study  28% correlation between balance sheet and business value Balance Sheet  Intangibles – the 72% Intangible  Intellectual Property  Strategy  Brand  Systems  Processes  Access to Capital  Off balance sheet items  Customer reputation  Executive Team © 6
  7. 7. Why it is Important!  Only 5% of a workforce understands their company’s strategy.  Only 15% of senior management spends more than 1 hour a month defining strategy and aligning operations to it.  Only 25% have their operations aligned to the strategy.  Only 40% align company from budget to strategy. David Norton, Balanced Scorecard Report, Vol. 3, No. 5 (Sep/Oct 2001) ©
  8. 8. Strategies to Succeed  How do people contribute to the success of our business?  Cornell Study –  Workforce alignment requires -  The right types of people,  In the right places at the right times,  Doing the right things right.  A company with the right types of people has employees with the knowledge and skills necessary to help that company achieve its goals. © 8
  9. 9. Person – Future Fit  3 different strategies companies use to select employees –  Person job fit - match job applicant’s knowledge and skills to the requirements of specific job openings and focus on an applicant’s ability to perform well right away without extensive training.  Person organization fit - focus on how well the individual fits with the culture or values of the company and hire people with the capacity to work well with other company employees  Person future fit - focus on the potential long-term contribution of applicants, often to the extent that they are willing to leave positions open until the find the best and brightest new employees.  Creating and maintaining that person-future fit that the Cornell research identified as creating the best, long-term workforce alignment.  Better to define where we are going and who we need to get us there to create a more aligned and focused workforce. © 9
  10. 10. Alignment Enhances Productivity and Profit  Doesn’t it make sense that -  An aligned workforce increases productivity and profit,  We need to better understand our employees to further drive the success, growth, and performance of our business.  A study of large publicly traded firms, found that companies using “high performance” human performance resource practices have market values that range from between $16,000 and $40,000 per employee higher than firms that do not use such practices. © 10
  11. 11. Aligning Your Hiring Practices to Hire the Right Types of People Requires -  Better understanding the company’s needs by defining and communicating our long-term company strategy and plan;  Communicating that strategy and plan as a recruitment strategy – attracting who we want and need for our future success;  Refining the application and interviewing process to solicit information about current talents as well as future potential and interests; © 11
  12. 12. Aligning Our Hiring Practices to Hire the Right Types of People Requires -  Identifying an applicant’s current potential to perform the functions of a job by understanding what is important in the job and matching that to what is present in the applicant;  Assessing and understanding how an applicant’s long- term potential can match with the company’s long-term strategy; and  Enabling job role changes to better fit a person’s natural talents – by understanding a person’s natural strengths and adapting the job role(s) as needed. © 12
  13. 13. Company Needs  What is your company’s long-term company strategy and plan? Mission, vision, values, purpose.  Have you involved your employees in its development? What are some of the steps you used – retreat, questionnaire?  Are you communicating that strategy and plan to your existing employees, (in person, email, postings, meetings, interactive discussions) and  Are you communicating that strategy and plan to job applicants so that you can -  attract who you want and need for your future success? © 13
  14. 14. Application and Interviewing Process  Remember – we are seeking Alignment to your company’s future strategy and plans, so –  Do you ask an applicant to describe their future position responsibilities,  What talents they believe that they have that will enable them to achieve their future vision,  What talents do they believe they are strong in, and  Why? © 14
  15. 15. Application and Interviewing Process  For each of the common interviewing questions, ensure there are questions on the application which solicit this information.  For certain positions you may want the applicant to write out the response so that you can go over it in the interview.  These questions and this process will help to identify their behavioral tendencies, their values, and their decision-making patterns. © 15
  16. 16. Application and Interviewing Process  Get specific with them on their future interests –  What type of position do they want to have,  Why,  With what level of responsibilities,  Who do they want to interact with,  What type of guidance or direction will they want or need,  What kind of company environment will they be most comfortable in.  Let them describe these responses in their own words – in writing.  Do these answers ALIGN with your future vision? © 16
  17. 17. Interview Questions  Six common question types – 1. Credential verification – ask and expect accuracy. Example – “How long were you at…?” 2. Experience verification – verifies experiential features of his background. Example – “What were your responsibilities in that position?” Look for an answer that shows how such experience made use of one of their strengths. 3. Opinion – an opportunity to subjectively analyze how an applicant would respond to a scenario, and gauge their level of self-awareness. Look here for their confidence level in their self-awareness. Examples – “What would you do in this situation?” “What are your strengths and weaknesses?” © 17
  18. 18. Interview Questions  Six common question types – 4. Dumb Questions – yup, gets past the pre-programmed answers to find out capability of original thought. Example – “What kind of animal would you like to be?” Tests ability to think on their feet. Look for an answer that goes with their gut, is light, not too serious. 5. Behavioral – anticipates predictable future behaviors based on past responses. Example – “Can you give me a specific example of how you did that”? or “What were the steps you followed to accomplish that task?” Look for a reply that demonstrates how they used a skill strength to accomplish the task. © 18
  19. 19. Interview Questions  Six common question types – 6. Competency – identifies alignment of past behaviors with specific competencies required for the position (problem solving, leading, initiative, etc.). Example – “Can you give me a specific example of your leadership skills?” “Explain a way in which you sought a creative solution to a problem.” Look for a reply that identifies HOW their strengths (understanding others, concrete organization, leading others) are used to answer the question. These questions are usually key to the interview process. © 19
  20. 20. Interview Questions  Competency Question Examples –  “Give me an example of a project that you were responsible for organizing from beginning to end. How did you go about it?”  “Give me an example of a lesson you have learned from making a mistake. What did you do differently going forward?”  “What is the one thing in your life that you have not been able to accomplish or complete that gives you the most frustration? Why didn’t you complete it?” (Note – this helps to identify what they perceive as their weakness and how they have adapted (or not) to not rely on that weakness for their success.) © 20
  21. 21. How to Gauge a Quality Question Response  Shake ‘em and make ‘em remember  Did he take time to think through what he was going to say? say  Remember the proverb – “It is better to remain silent and be thought a fool, then to speak and prove them right.”  Did he give a specific example of a personal strength or weakness to support his answer?  Did he qualify the question – did he ask you to qualify what you were asking or looking for? © 21
  22. 22. Interview Essentials  Some basic standards –  Brief answers – applicant ~ 1/3rd of the time, interviewer rest of time to ask questions and answer questions.  Appropriate dress – Did you tell them “casual” was OK?  Did he identify his goals up front and ask you what you were looking for?  Did he ask you what you want, what you think, how want you know when you will have found it and your opinions?  Did he explain why he left his last position? Honestly? position  Did he make a personal connection on a personal level with you, are there shared values, behaviors, or strengths you have in common? © 22
  23. 23. Interview Essentials  Some basic standards –  Did he ask what you are looking for in a solution and did he ask you what you think of his ability to be that solution?  How does he handle rejection – if you indicated that he has not shown how his experience and future vision fits your position – how does he respectfully respond to your concern?  How does he show you he is interested in your company – research, questions?  Did he bring up his weakness before you asked about it?  Did he follow up after the interview – handwritten, at least an email? Thank you, and reiterate his interest? © 23
  24. 24. Job Descriptions  Do they effectively summarize the type of knowledge, skills, & abilities necessary to ensure that the essential functions are fulfilled.  Do they effectively identify functions that can describe the major categories of the position – management, sales, finance, marketing, process?  Do they identify how the position contributes to the accomplishment of company objectives?  Do job descriptions exist? © 24
  25. 25. Functional Assessment of Each Position  We know that there are 3 ways we can think about anything –  Our head – systems & structure  Our hands – practical, let’s get it done  Our heart – empathy, the impact on others  Each of us has a different balance of these 3 styles & explains why our decisions and actions are different.  The way we make decisions & how we use them are at the core of who we are. They are key to our preferences, our strengths, and our weaknesses.  What are the dominant thinking patterns required for people in each position?  How does knowing that help to ensure that the person filling the position will be more successful in achieving position objectives and be more able to accomplish the desired person- future fit?  Think Position-Person Alignment & Workforce Alignment. © 25
  26. 26. Assessment Process  Identify position tasks  Aggregate tasks up to categories  Identify decision attributes for each category  Develop a position-specific profile to measure applicant match to profile as part of selection process. © 26
  27. 27. Selection  Seek alignment to  Company needs  Application and Interview  Applicant needs  Job Description  Assessment match  Remember –  A company with the right types of people has employees with the knowledge and skills necessary to help that company achieve its goals. © 27
  28. 28. Thank you! For more information - Warren J. Rutherford Owner The Executive Suite 129 Airport Road Hyannis, MA 02601 508-778-7700 © 28