Organizations short on commitment usually expose themselves in one of two ways: Inadequate resources allocation orLack of accountabilityAttending conferences and presenting annual refreshers is not spending “real money”.
Title VII - 1964 Civil Rights Act, As Amended - Discrimination Against “Protected Classes” Violates Title VII - Title VII Has-No Affirmative Action Requirement.Under Title VII - Persons of Color Are Defined as “Protected Classes”.EXECUTIVE ORDER 11246 - Applies to Federal Contractors With 50(k) in Fed. Contracts. Requires Good Faith, Affirmative Efforts to Recruit, Hire and Retain, Racial and Ethnic Minorities and Women.Most Higher Ed. Institutions Are Federal Contractors Since They Receive Substantial Federal Funds.EXECTIVE ODER 11246 - A Federal Compliance Order - Requires Affirmative Action Plans.“Good Faith Affirmative Action Efforts are “Goals” and Not “Quotas”.
There are a variety of ways, however, that the employer may promote workplace diversity consistent with Proposition 209.First, employees may engage in comprehensive networking and advertising to ensure that candidates of all racial and ethnic backgrounds are included in recruitment efforts. Inclusive searches should include contacts with minority-serving colleges, academic organizations, and professional groups as a component of general recruitment procedures.Second, although the employer may not consider an individual’s race, ethnicity or gender as a component in selection. Departments may identify the academic values that support a diverse working environment and consider whether candidates have a demonstrated commitment to fostering those values.
Hiring the Right Talent is an Organization's Biggest Challenge!At first I was surprised to learn what one of the tech world's most successful female CEO's said is her biggest regret. In a recent Forbes article profiling Donna Wells, the president and CEO of Mindflash.com, the reporter asked her what her biggest career regret is. Here's what she said:"The biggest mistakes I’ve made are in hiring and firing. And I’d challenge any exec that says otherwise," remarked Wells. She went on to note that, "A bad hire is not just a drain on your time and productivity, but demotivating to your best performers. It’s cancerous and a drain on the entire organization. I wish I’d fired half a dozen bad hires faster throughout my career. Hiring too slowly is equally bad.“
• 50% report having a hard time or very hard time finding qualified job applicants.• Securing qualified applicants is greatest for small businesses; nearly 60% of employers with 11 to 50 employees report havinga hard time.• “Recruiting and retaining employees” is identified as an extremely important factor, on par with “remaining competitive.”The survey results also indicate that even though businesses report that recruitment and retention of workers is critical, few are prepared toaddress the issue. Only 46% of the organizations surveyed conduct exit interviews, and 79% do not have any staff dedicated to recruitment,training, retention, or career-development responsibilities.
The survey results also indicate that even though businesses report that recruitment and retention of workers is critical, few are prepared toaddress the issue. Only 46% of the organizations surveyed conduct exit interviews, and 79% do not have any staff dedicated to recruitment,training, retention, or career-development responsibilities.
Referrals from Former and Current Employees When employees quit to work elsewhere, they often discover that the grass isn’t greener after all. In fact, research shows that 20 to 25 percent of supervisory and managerial employees have gone back to work at a company they once left. Imagine if 20 percent of all the good people who ever left came back to work for you! You’d have instantaneously productive workers, requiring very little training to become familiar with the organization. All you have to do is ask. Shortly after a good employee leaves, just call and ask if he or she would consider returning.
2010 LinkedIn Survey– Only surveyed people who claimed they were fully employed, and were working for corporations – November 2010 – 4300 respondents.Asked them how active were they from job-seeking point of view. JOB-SEEKING STATUS OF FULLY EMPLOYED Very Active (8%) – Looking for job, sending in resumes 2-3 times a week. Not very discriminating. Semi-Active(10%) – Looking, but sending in resumes 2-3 every other week. Kinda looking around, using search engines, not aggressively going to career sites, That is a total of 18% out of 100% of labor pool is not very much. Tip – Toer (16%) – Kinda thinking about looking, but some didn't even have an up-to-date resume. This category = w/n pass month, reaching out to someone in personal network, like a mentor, co-worker, etc. Only recruiter were ones w/ prior relationship, or contacting former workers with prior company. . Explorer (44%) – Not really looking, but they would accept a call from a recruiter, and would only be interested if the opportunity sounded like a career move. Super Passive (22%) – Totally satisfied, weren't looking at all.
82% vs 8% vs 10%Active pool is overworkedActive vs PassiveSourcing vs Recruiting So most company use an “Active Sourcing” model, at best you are only reaching 8% of the market, and maybe if you take advantage of some advancing technology (SEO – Search Engine Optimization), you are reaching maybe 18%. This means if use a regular job posting process, you are only reaching the most desperate of those folks. Think about this-- most companies only get 8% of the candidates, and it you are really, really good, you can get another 10%. But stop and think, active group are being overworked, everyone is targeting them. As you put postings up, you are just recycling the same people. And your applicant pool is not exclusive, everyone has the same candidates. So don't say that we hire the best and you have a great pipeline, your candidates are the same as everyone else's. So then you ask yourself, how do you recruit for passive vs active. It is a different market. Active sourcing is not same as passive recruiting. You see, actives want to apply, Passives want to talk. Sourcing is different from recruiting. Recruiting is convincing to engage in career discussion. Recruiting involves a lot more work, takes more time, and engages different resources.
The "you find us" sourcing strategy is used by 95% of firms, making it the most common — but, unfortunately, least effective — of all sourcing strategies. Using this strategy, all attraction efforts are general and are designed to find anyone who fits the broad category of your search. It is a "broad net" strategy, where no proactive effort is made to find people or prospects as individuals. Corporate career sites (a passive approach where you hope that candidates surfing the web will find your site and have the interest and patience to follow through and apply) Employment branding (an excellent approach that causes everyone — the best as well as the rest — to want to work at your firm, which results in your firm's getting on "best place to work" lists or having best practices talked about in business, functional, and industry publications) As you can readily see, all of the tools that are used under the "you find us" approach are aimed at a broad audience. Job boards, for example, are designed to attract a wide range of candidates, from the barely qualified to the barely interested. Billboards or "we are hiring banners" attract anyone who drives by, with no delineation or targeting toward a specific skill set, performance, or interest level. Of all of the tools in this category, the employment branding approach is the strongest. It is a long-term approach designed to make candidates aware of why your company is an excellent place to work. Although this is an excellent long-term recruiting strategy, since it builds the interest and knowledge of applicants about your firm, it does, by design, also bring in a very large volume of every type of candidate. The next step in the "you find us" approach is the interview. Since candidates sourced using the "you find us" strategy by definition found you, most firms do nothing more than put them through the standard screening processes. Since they are essentially strangers, the best candidates can easily get lost in the volume of applicants. There is no real selling or relationship building, because it is assumed (wrongfully so) that a candidate's interest is strong, since they found you and they took the time to apply.
Only 5% of firms focus on this advanced but vastly superior approach as a name identification strategy. The "we find you" strategy is targeted toward currently employed top performers. These individuals are generally not looking for a job and they may not be interested in (or even aware of) your firm. (Note: Some many of us call these individuals "passive" candidates, but that's a misleading label because these people are generally not passive at all). This superior sourcing approach is not designed to attract the masses. Instead, it uses a "narrow net" approach to identify the very best people and then recruit them. This is the approach that has been successfully used by executive search firms for decades. It is also used by recruiting powerhouse FirstMerit and other top firms like EA, GE, and Microsoft, as well as almost all sports teams and entertainment firms. The "we find you" approach is based on the premise that if you start recruiting before need (i.e., before you need to fill an open req), you have the time to identify the very best individuals by name and then build the relationship, so that you can, over time, better assess and "sell" them on your firm and the opportunities you can offer them. The next step in the "we find you" approach is "relationship recruiting." Unlike the "you find us" approach, this strategy adds a relationship-building step where trust building, assessment, and selling occur over a several month period. After finding prospects, recruiters, managers and employees must build a relationship with each of them in order to increase their interest and trust. Once the recruiter qualifies them, the next step is to then identify the job switch criteria of the very best and then use that information to sell them.
Upgrader loses to TopGraders every time. TopGrading requires upgrading and upgrading until entire team is A Players. By def. Not accepting mixture of A, B, C Players. You want all A Players.
If you’re not seeing or hiring enough top performers “A Players”, or highly-qualified diverse candidates, the root cause of the problem can be attributed to the use of skills-infested job descriptions. If you want to hire superior people, first define superior performance. You must reach agreement on what the person taking the job needs to do to be successful, not what the person needs to have in terms of skills. Following is a quick summary of the primary reasons I would “blow-up” job descriptions.They exclude the “A Players” -- Top performers tend to get promoted more rapidly than under-performers. As a result, after a few years, they have less overall experience than the average person in the same job. If average years of experience and skills is used as the cut-off for screening when hiring from the outside, then the best people — those in the top-half — will automatically be excluded.They don’t predict on-the-job performance. We’ve all met plenty of people with the requisite skills, academics, and experiences who aren’t top performers, and we’ve all met plenty of top performers with a different mix of skills, experiences, and academics. Elevated degrees and numerous years of experience have never determined the quality and frequency of reaching job performance goals.Diverse candidates tend to have non-traditional experiences, yet can still be top performers. Traditional job descriptions don’t account for this type of equivalent or comparable experience. On this point alone, job descriptions are discriminatory and should be banned, unless it can be proven that the absolute values defined for the KSAs are essential. Position Success Profiles makes it easier to fulfill diversity hiring goals. Many, if not most, diverse candidates bring a different mix of background experiences to the table. That’s one of the reasons why they’re invaluable hires. They don’t promote a compelling career opportunity. The best people take jobs based on this criteria and order: 1) the job stretch, 2) the quality of the hiring manager, 3) the quality of the team, 4) the importance of the job to the company, and 5) the compensation. Your advertising should clearly demonstrate the job stretch and importance to the company in the title and first paragraph. The up-and-comers in each group (age, race, gender, area of specialization) will decide whether to continue reading based mostly on what they read in the first 10 to 20 seconds.5. They are just plain boring. Use creative titles targeted to your audience. Wells Fargo had a successful campaign using “Are You a Desperate Housewife?” as an ad title to attract thirty-somethings with children to work part-time during the day. The key to good titles: Longer so they stand out, they must grab your targeted audience’s attention — and being compelling, topical, and fun also helps. “Stand Up and Be Counted” might work if you’re looking for an accounting supervisor. It’s certainly better than “A/P Supervisor.”
BEFORE posting the vacancy, you should complete the 5 - Factor Performance Analysis on the job. It becomes the basis for sourcing, recruitment, screening, selection, on-boarding, and for calculating the Quality of Hire metrics.Do you know the primary reason why the best people decide to apply for jobs with our institution? It‘s probably not what you think. It‘s because the jobs we advertise offer something more to the best people than other companies offer. The best people are looking for jobs based on what they‘ll do, what they‘ll learn, and what they can become. We need to capture this in our advertising, and even in what I say to candidates to attract their interest. They don‘t just look at our institution name and decide to apply. We need to convince them it‘s worth their time to evaluate our jobs. We do this through a process called "job branding." This is done in both our advertising and when calling referred candidates. The key is to attract the person‘s interest by describing the opportunities in the job. According to a new study by Leadership IQ, 46% of newly-hired employees will fail within 18 months, while only 19% will achieve unequivocal success. But contrary to popular belief, technical skills are not the primary reason why new hires fail; instead, poor interpersonal skills dominate the list, flaws which many of their managers admit were overlooked during the interview process.The study found that 26% of new hires fail because they can’t accept feedback, 23% because they’re unable to understand and manage emotions, 17% because they lack the necessary motivation to excel, 15% because they have the wrong temperament for the job, and only 11% because they lack the necessary technical skills.
Challenging work. Don’t write job postings that talk about requirements and responsibilities. Those are terms that describe the position from the employer’s perspective. Instead, write postings from the candidate’s perspective. Talk about the opportunities a job provides to be involved in important and meaningful work. Talk about the outcomes of the work, how their efforts will contribute to the organization’s mission and the benefit or value of that mission. Take the same approach with the content you develop for your recruitment web site.Personal development. Individual growth is the product of one's interaction with mentors and participation in formal education and training programs. So use your postings and recruitment web site to talk about the quality of your leaders at the level where new employees will be working. Don’t wax eloquent about the executive leadership. Focus, instead, on front-line supervisors, deans, and department managers. Also, emphasize any programs your employer may offer for in-house training, subsidized school attendance and involvement in professional associations.Advancement. Personal advancement can occur within the organization as well as within a person’s profession. Post ads and your organization’s profile on the web sites of the national professional societies in which star performers participate, as well as on the sites maintained by the local chapters of those societies located near your facilities. Emphasize your organization’s commitment to providing opportunities for upward mobility within the organization and to supporting each individual’s advancement in their field of work.Working with other stars. Give star candidates a chance to see who they'll be working with. Use your recruitment web site to profile your star employees. Include their picture and a description of their work, in their own words. Add new profiles regularly -- perhaps as part of an internal employee recognition program -- and archive all of the previous profiles in a database that is easily searched by functional area and location.Support/Resources. Even star performers care about benefits and other employee-assistance programs. Select those that are most likely to appeal to your target candidate population including working on a corporate campus, work-schedule flexibility, informal dress code and mention them in your postings. Then, provide a complete description -- written in English with a sales spin rather than HR department-speak -- of these and all other benefits at your recruitment web site. Mention workplace resources such as special computer systems, access to technical libraries and data that can help star performers be their personal best on the job.Compensation. Such phrases as "competitive salary" and "salary commensurate with skills and experience" may be O.K. for "C" performers, but they leave "A" list people cold. That compensation can be in any of a number of forms including base plus incentive, stock options, 401(k), but it has to recognize the extraordinary contribution that extraordinary people will make to the organization. Your organization’s commitment to paying such compensation needs to be conveyed in your job postings and on your recruitment web site. Research shows that a salary figure -- either a range or a number -- must appear in the first five lines of a job posting or many candidates -- including a majority of "A" players -- will read no further and will look elsewhere.
Super Bowl Ad
Dealership GM Service TechnicianDue to retirement and expansion, we're hiring!The right candidate for this position will be a Level A or B Service Technician. He/she will probably have dealership experience. He/she will have their own tools. GM certifications are going to give you a "leg up". ASE certifications are a plus. If you don't have certifications, don't be shy. Send us your resume anyway. Good Techs are hard to find, and you're probably really good. If you're a big jerk with a bad attitude, you should not apply. Big jerks should send their resumes to other places, like to our competitors.Requirements: Ability to pass a drug test Acceptable background check Shoes that match At least three years of experience Great attitude Burning desire to succeed Pay based on level of awesomeness.If you're still reading this ad, you either thought it was funny or you think you want to work here. If it is the latter, please send a resume to Meredith. Don't have a resume? We still like you. Just stop into any dealership and fill out a resume the old fashion way.
EMPLOYEE VALUE PROPOSITION:Determine why a well employed, long-termed top-level candidate would leave his/her employment, up-root family, leave retirement substantial benefits to work for an institutional that he/she may know relatively little about?
Clarify Success Profile before you start looking. Make sure everyone on the selection committee knows what the incumbent needs to accomplish or deliver. It's more important to focus on what the person must accomplish, rather than the skills the person needs to have. This way you have a better chance to find someone both competent and interested in doing the work.Clarify Employee Value Proposition. Before the job is posted or advertised, ask the hiring manager "Why would a top person – who is not actively looking -- leave a good position, give up seniority, uproot the family, and move to a new organization, in a strange city?" If you can't come up with at least six credible and down-to-earth reasons, you will struggle to hire top people. Remember passive candidates (>80% of available applicant base) are a lot pickier than active candidates. You will have to address their “What’s In It For Me” question.Develop a Performance-base job posting. Instead of receiving cover letters that are all “over the map”. Mandate that all applicants submit cover letters that provide in concise detail how they meet the essential 6-8 deliverables listed of the Success Profile job posting. Then you can make the initial screen by the cover letter only. Only review the resumes and applications of candidates who make it pass this screen. This technique allows you to screen the candidates yourself in a very expedited way. Why spend your time reviewing 3 documents (resume, cover letter, and application) initially, when you can require the applicant to utilize the cover letter to sell himself/herself. An added value, of course, is that you are provided with a standardized sample of the candidates’ written communication skills. Determine where the best candidates job search. Make sure your active and passive candidate sourcing plans are based on how top people in these groups look for work, not on how average people look. If you have boring ads that are hard to find, you won't find good people. If you have compelling ads that top people can find using Google, you're playing the game correctly. If you're calling a top passive person on the phone, make sure you leave a powerful message to ensure the person will call you back. You need to score a 75% callback rate to be in the game. Develop internal “Top 100 Candidates” database. A great way for an organization to share a surplus of high-quality applicants received during a previous search, but who weren’t hired. There is usually a zero chance that surplus external candidates (or even top employees that were ready for internal promotion) would be placed in another department or business anywhere in the organization. Saves sourcing costs, decreases assessment time, increases offer acceptance, and improves the “brand perception.Diversity on a hiring committee is best accomplished by having all the members advocate the values of achieving a diverse workplace. Placing one or more minority employees on a hiring committee does not necessarily make it more diverse. A much better strategy is to educate ALL the members of the hiring committee (and even better – all the department personnel) on the advantages of diversity in the workplace. In other words, the lack of diversity in a department is not a problem to be solved, it is a benefit to be gained. Valuing diversity is a crucial part of the strategic business plan – not a stand-alone effort. Placing minorities on a selection committee just to meet a diversity “quota” is at best ill-advised, and at the worse, it sends a negative message to everyone involved, including the applicants.
THE ONLY THREE QUESTIONS THAT YOU WILL EVER NEED!Have you ever thought about the single best question to ask in an interview? Of course, asking only one question is not practical or recommended; however, the thought process will drive you to sharpen your interviewing process and skill. What is recommended is to have utilize three basic questions coupled with a fact finding technique.
THE ONLY THREE QUESTIONS THAT YOU WILL EVER NEED!Use this to explain structure behind experience and accomplishments. Do this for each job at least as far back as the past five to 10 years. This should typically be kept at a pretty high level because question two is where you will get the most important data on which to base your evaluation of the candidate.IMPORTANT – TELL THE CANDIDATE THAT THIS QUESTION MUST BE ANSWERED IN A 5-6 MINUTES TIME-FRAME.
Consider these fact-finding questions:A complete description of the accomplishmentThe organization you worked for and what it didThe actual results achieved: numbers, facts, changes made, details, amountsWhen it took placeHow long it tookThe impact of this accomplishmentYour title and roleWhy you were chosenThe 3-4 biggest challenges you faced and how you dealt with themA few examples of leadership and initiativeSome of the major decisions madeThe environment and resources availableHow you made more resources availableThe technical skills learned and how long it took to learn themThe actual role you playedThe team involved and all of the reporting relationshipsSome of the biggest mistakes you madeHow you changed and grew as a personWhat you would do differently if you could do it againAspects of the project you truly enjoyedAspects you didn't especially care aboutThe budget available and your role in preparing it and managing itHow you did on the project vs. the planHow you motivated and influenced others, with specific examples to prove your claimsHow you dealt with conflict with specific examplesAnything else you felt was important to the success of the project
1. You'll be able to quickly separate top candidates from top employees. Getting past presentation skills and focusing on performance is vitally important if you want to minimize hiring mistakes. Not only will you be able to stop hiring people who only talk a good game, but you'll also be able to find some hidden gems in the bargain. Top people who don't come across too well in the first few minutes of the interview often shine using this type of interviewing approach.2. Top people want a chance to demonstrate what they've accomplished. An in-depth professional interview sends an important message to these top people that the organization has high standards. This is an important part of the recruiting process that many institutions overlook.3. The fact-finding process increases assessment accuracy. By examining how behaviors, competencies, and skills are used collectively to achieve results, it's far easier to measure potential, motivation, and job fit.4. Compensation becomes a less important part of the offer and acceptance process. Top employees are more interested in the growth and challenge of the job than compensation. By focusing on the job stretch during the interviewing process, salary naturally falls to a lower place of importance when accepting an offer.
This question then becomes a role play or mini-case interview question. Begin an active dialog with the candidate about their answer. Use fact finding questions to “peel the onion” of their answer. Observe their approach, the type of questions being asked of you to get more information. Did the candidate begin providing a solution before getting the information they needed? As you begin to get to the end of their answer, follow this up with a final fact finding probe, “What have you done that this is most similar?” Now you have the information you need to properly assess how the candidate would go about getting the job done, coupled with an idea of how close they have come in the past to doing something that is similar.
I. Speaker’s Notes:
Selection Committee Training 2013
EEO Selection Committee Training 2013
BUSINESS CASE FOR DIVERSITY RECRUITING & RETENTION“The ability of an academic medical center to adapt to disequilibrium in the external environment depends on its capacity to increase variety and diversity in its internal environment.When an organization increases its internal variety by recruiting people with different views of the world (often women and people of color), this prepares the organization to effectively manage change.”Wiley Souba, M.D., Sc.D., M.B.A. Dean, College of Medicine Ohio State University
Variables Which Determine Diversity Hiring Success
THE LEGAL CASE FOR DIVERSIFICATION ISN’T THIS DIVERSITY RECRUITING STUFF JUST ANOTHER NAME FOR GIVING LESS QUALIFIED MINORITIES / FEMALES PREFERENCE IN HIRING?
AA vs. TITLE VII• Affirmative Action: term taken from Federal Executive Order 11246• Affirmative Action relates to the RECRUITMENT phase of the search and appointment process.• Operational considerations: • The Hiring Committee should reflect diversity in its composition, training, and philosophy. • The recruiting department should search and recruit broadly. • Advertisement should be broad and inclusive in both placement of ads and the language within the ad itself.• Availability data should be noted, so that human resources monitors the make up of the potential pool of applicants and can determine if the actual pool is a reflection of the available pool.
AA vs. TITLE VII• Title VII of the Civil Rights Act of 1964 -- No preferential treatment can be given during the hiring process based on race, sex, color, ethnicity or national origin.• Title VII relates primarily to the SELECTION phase of the search and appointment process.• Operational considerations: – Those invited to interview may not be selected based on their race, sex, color, ethnicity or national origin. – The rationale for the final candidate’s selection or non-selection cannot be based on any of the criteria set forth in Title VII.
TALENT-CENTRIC “The single most important driver oforganizational performance and individualmanagerial success is talent. The ability to…hire the best…is what distinguishespremier companies from mediocre firms.” • Bradford Smart, Ph.D. author of • “TOPGRADING, HOW LEADING COMPANIES WIN BY HIRING, COACHING AND KEEP THE BEST PEOPLE”
Talent – “The Great Equalizer”Most important driver What separates the What separatesof organizational and premier organizations successful careersindividual managerial from from the ordinary? success? average/mediocre?
Hiring the Right Talent Organizations Biggest Challenge!"The biggest mistakes I’ve made are in hiring andfiring. And I’d challenge any exec that saysotherwise… A bad hire is not just a drain on yourtime and productivity, but demotivating to yourbest performers. It’s cancerous and a drain on theentire organization. I wish I’d fired half a dozenbad hires faster throughout my career.” Donna Wells, President and CEO Mindflash.com Named “Top 25 Women in Tech to Watch”
Talent Challenges• 50% of companies -- hard time finding qualified job applicants.• “Recruiting and retaining employees” equates to “remaining competitive.”
Talent Realities• 46% of the organizations surveyed conduct exit interviews, and• 79% do not have any staff dedicated solely to recruitment, training, retention, or career- development responsibilities
RECRUITING THE BEST NON-EXEMPT EMPLOYEESAge:• 39% of hourly workers are < 25 years old• 33% are 25 – 44 years old• 28% are > 45 years oldProximity:• 80% work within 5 miles of their homesWork preference:• 74% prefer to work > 30 hours a weekApplication history• Most apply for 3 jobs at one time
Non-Exempt Workers Three Most Important Factors:•Being hired quickly (37%)•Pay (33%)•Being close to home (17%)
Best Sources for Recruiting Employees• 55% -- Referrals• 39% -- Miscellaneous media• 21% -- Walk-ins• 21% -- Schools• 15% -- Customers• 14% -- Internet• 9% -- Company Web site• 6% -- Job fairs
Which is the Most Effective Screening Criteria??1. Highest level degree and greatest years of experience.2. Experience that best matches the “Perfect Candidate Profile”.3. Documented accomplishments in meeting /exceeding the key deliverables of the position.
Which is the Most Effective Screening Criteria??1. Highest level degree and greatest years of experience.2. Experience that best matches the “Perfect Candidate Profile”.3. Documented accomplishments in meeting /exceeding the key deliverables of the position.
JOB SEEKING ACTIVITY OF Fully Employed VERY ACTIVE SEMI - ACTIVESUPER PASSIVE 8% TIP - TOER 22% 10% 16% Very Active Semi-Active 44% Tip-ToerEXPLORER Explorer Super Passive
PASSIVE VS. ACTIVE CANDIDATES82% vs. 8% vs. 10% Very Active 82% vs. 8% Semi- Active 8% & 10% 10% Passive Very Active Semi-Active Passive Seeker (Includes: Tip- Toer, Explorer , & Super Passive)
Sourcing PhilosophyGOOD NEWS!Picture your perfect job applicants. They visit your employment website almost every day. They surf the web endlessly, going from major job boards to niche job sites, sifting through countless job descriptions until they find your postings. When they decide to “google” for job vacancies, they are willing to sort through 25 pages of similar vacancies until they locate your job description and apply for it.BAD NEWS!If your recruiting strategy consists primarily of posting generic job descriptions on your employer career site or on major job boards, you are probably reaching 18% of the qualified candidates at best. At the worse, you are vying with your competitors for the same persistent applicants, many of whom are not the best available candidates.
"You Find Us" Sourcing Strategy1. Job fairs2. Ads in newspapers3. Job boards4. Billboards or "were hiring" banners5. College hires at on-campus career events6. "Walk in" applications at physical locations7. Corporate career sites8. Employment branding
"We Find You" Sourcing Strategy1. Cold Calls 10.Internet Name2. Mystery Shopping Generation3. Credit Lists 11.Hire to Learn4. Public Records 12.Name Generation Firms5. Mentor Recruiting 13.Boomerangs6. Intern/Temp to hire 14.Event Recruiting7. Technical Contests 15.Benchmark Recruiting8. Scholarship Awards 16.“Magnet” Strategy9. Professional Associations 17.Referrals 18.Most Wanted Lists
Which is Better ??"You Find Us"• Unknown Loyalty or Interest• High Volume• High Error Probability• Low Acceptance Rates• Low Quality• Little Control over Results• No Competitive Advantage“ We Find You"• Requires some degree of Market Research• Longer Term Process• Requires Relationship Building• Requires Skilled Recruiters
BUILD A NAME DATABASEA business card obtained when an audience member asks for copies of a speech made by one of our employees speaking at a conference.Later someone reads a professional article in which the audience member’s name is mentioned as a thought leader. Their name is entered again in the database.A month later one of out top performers looks them up at a conference and assesses them as a prospect.As the name is entered the database cross matches the previous contacts and determines that this person needs to be contacted so that we can began building a relationship with them.The “triangulation” with multiple sources allows us to proactively “pre-identify” talent before they "find us."
RECRUITMENTIdentifying the Actual Position Requirements Position Success Profile
OBJECTIVEIdentify and utilizebest practices forhiring “A” players
5 Questions That Every Recruiter Should Ask the Hiring Manager1. What the incumbent must do well in order to succeed in the job?2. How would a top level applicant communicate his/her superior qualifications and achievements?3. What do the best people in this job do differently than the average or below- average person?4. What you’d like to see done differently in the position?5. Whats the biggest problem/challenge the person will need to solve?
Which is the “A Player” Magnet ?? Success Profile Traditional Job DescriptionThe Person The Job• 1. BS degree • 1. Achieve quota within 90 days• 2. 2-4 years sales experience • 2. Obtain 20% new customers• 3. Industry background • 3. Conduct thorough needs required analysis• 4. Product knowledge • 4. Coordinate proposals with essential engineering• 5. Strong interpersonal skills • 5. Prepare detailed cost/benefit• 6. Good solution selling skills analysis • 6. Manage multiple projects in intense environment.
What Attracts “A” Players1. Challenging work*2. Personal development / Mentors*3. Advancement*4. Working with other stars*5. Organization support and resources*6. Compensation*Does the traditional job description posting mention any of these items that willdraw the best passive candidates to your job listing?
Success Profile EXAMPLES:• Vice-President of Research -- Create, implement, and monitor an approved strategic plan by the end of FY 2013, that would position the division as a leader in its field.• Chair of a Medical Lab and Radiology -- Implement programs that grow the research center and increase external funding by 40%.• Sr. Accountant – Close/reconcile the year-end ledger w/n 30 days.• Sales Consultant -- Contact 30 new customers per quarter and initiate 10 new contracts.• Web Master -- Complete the website design analysis in 50% of the normal time.• Executive Director -- Turn-around a division in 18 months that has been losing market share for the past five years.
Success Profile –Talent Acquisition DirectorMajor objective: During the first year, convert the LSCS talent acquisition department into a flexible team that can meet all of the hiring needs of the institution with top quality people within three to four weeks of any opening.1. Evaluate and rebuild the team. Develop and implement an action plan to strengthen the department to meet the institution’s aggressive hiring needs.2. Identify the real hiring problems. Quickly identify the hiring challenges the organization is facing, determine budget needs to marshal resources, and obtain executive buy-in and approval.3. Prepare a process flow chart of the hiring process. Working with the TAM team and IT, process-map the institution’s hiring process. Identify the key bottlenecks and implement short-term fixes.
Success Profile –Talent Acquisition Director (CONT’D)4. Establish a workforce-planning process. Within 120 days, align workforce plan with the marketing forecast and business plan. Identify key hiring needs by job type for the next four quarters. Revise recruiting plans accordingly.5. Upgrade technology. Lead the effort to evaluate existing talent acquisition technology. Create and implement a plan to retrofit the technology platform to improve both quality of hire by at least 50 percent.6. Convert the talent acquisition department into a line function using performance-based metrics. Within 12 months, develop metrics to track real- time performance of critical hiring components. Work with IT to develop a web-based dashboard that all managers and recruiters can use to track the status of each search.
Generic Job Description PostingReporting directly to the CEO, the Chief Marketing Officer leads marketing and salesoperations, branding, partnership marketing, and customer retention. The individual will …• Coordinate the companys media and industry relations, advertising, interactive programs, communications as well as market and customer research.• Advertising responsibilities include overseeing trade show exhibiting, printed promotions and electronic promotions, such as e-mail marketing and social media.• Ensure that our brand is clear in all outgoing messages. REQUIREMENTS: · 5+ years of leadership role with experience in online marketing, and sales management · 3+ years in an industry targeting parents of teens or teens. · Must have strong understanding of financials, sales and projections. · Thorough knowledge of marketing principles, product or service management, sales and business development along with a demonstrated track record of success and performance. · Ability to understand changing market dynamics, translating them into actionable strategy. · Experience in managing budgets effectively across multiple departments.
Success Profile Job PostingReporting directly to the CEO, the Chief Marketing Officer leads marketing and salesoperations, branding, partnership marketing, and customer retention. The individual willaccomplish the following:1- Conduct a comprehensive review of current marketing efforts: During the first 30 days, audit the existing marketinginfrastructure, develop budgets, and establish cross functional relationships.2- Coordinate the development and launch of the new brand: Develop and implement a complete branding strategy across allmarketing segments. Participate on other cross-functional teams to ensure that a consistent brand identity is delivered in companyobjectives, programs and results.3- Infuse the best practices of campaign management: Within six months, critical performance objectives will include researchingand segmenting the database, overseeing installation of campaign management software and staffing the data-mining and analyticaldepartment.4- Develop research and testing for the creation of marketing strategies to acquire new members: Within 90 days, begin thedesign of testing scenarios to provide quantifiable results to support strategies.5- Deliver the marketing strategies to achieve objectives and continuously improve ROI: Develop innovative ideas, set thestrategic direction and deliver the programs that will business . Utilize your exceptional leadership attributes the ability to buildhigh performance teams and a “pioneering” attitude.Basic Requirements- Essentials Only1- At least 10 years experience developing, leading and executing brand-enhancing marketing programs.2- Successful track record launching and developing an information-based marketing culture, applying thetools, techniques, technologies and best practices of database marketing.3- Experience leading brand marketing, brand development and new product development.4- Undergraduate degree. MBA preferred.
INTERNAL AUDITOR AD – BULLET PROOF YOUR CAREER •Are you tired of other managers looking the other way when they meet you in the hallways?( •Do you receive hate mail every time you begin the draft of your audit report?S •Do parents pull their kids aside, point at you, and whisper that being a used car salesperson when they grow up is not all that bad?U •Do your children ask you NOT to participate in the career day at their school?P •Would you love to work in an environment where full body armor is not a part of your official dress code?E •Do you ever consider the federal protection program as a viable option for you?R If you answered any of these questions in the affirmative, our position of Director, Internal Audit may interest you. Not only does this career opportunity have “low risk factors” and “minimum scope limitation”, but it is also ideal for the individual who is seeking a high-profile position with autonomy to choose your own staff, and develop the System audit processes.B At Lone Star College System (LSCS), the Director- Internal Audit will have access to the Board of Trustees and the SystemO Chancellor. You will meet with the Board Audit Committee on a continuing basis to determine the audit guidelines for the entireW System, review the annual audit plan, and provide updates of the progress on audits.L We are the largest college system in the Houston area, and the third largest community college system in Texas. LSCS covers a geographic area spanning 1400 square miles, 11 school districts and almost 1.6 million residents. We are one of the fastest growing college systems with over 85,000 credit students, adding 5000 new students every 24 months – the equivalent of aA medium-sized Texas community college.D • Excellent work/life balance • Scenic North Houston suburban environment (coastal-suburban living with big city amenities nearby)) • One year contractual position • 20 days paid vacation with up to 19 paid holidays annually • No state income tax
Dealership GM Service Technician(S Due to retirement and expansion, were hiring!U The right candidate for this position will be a Level A or B Service Technician. He/she will probably have dealership experience. GM certifications are going toP give you a "leg up". ASE certifications are a plus. If you dont haveE certifications, dont be shy. Send us your resume anyway. Good Techs are hard toR find, and youre probably really good.B If youre a big jerk with a bad attitude, you should not apply. Big jerks should sendO their resumes to other places, like to our competitors. Requirements:W Ability to pass a drug test , and acceptable background checkL Shoes that match At least three years of experienceA • Great attitudeD Pay based on level of awesomeness.) If youre still reading this ad, you either thought it was funny or you think you want to work here. If it is the latter, please send a resume. Dont have a resume? We still like you. Just stop by and fill out a resume the old fashion way.
SUPER-BOWL AD“Help wanted: TELEPATH. “(You already know where to apply!)”
EMPLOYEE VALUE PROPOSITIONWhy do people come to What do you offer that iswork at your institution? unique? What would make a How can the candidatepassive candidate want to make an impact and add leave his/her current value to the organization?employer to work for you?
Employment Ads -- WIIFM Effective Ads tell Applicants:• What you will get to do,• What you will have a chance to learn,• What you will be able to accomplish, and• With whom you will get to work.
Guidelines for ‘Hiring the Best”1. Create Success Profile before posting.2. Clarify E.V.P. (Employee Value Proposition).3. Develop a Performance-base job posting and utilize the cover letter for the initial screen.4. Determine where the best candidates look for work and where they frequent when not on an active job search.5. Develop internal “Top 100 Candidates” database of previous candidates6. Diversity within a hiring committee is best accomplished by having all the members advocate the values of achieving a diverse workplace.7. Sell future (potential) of position, not compensation.
New Interview Paradigm for Quality & Diversity1. Adopt the 3 – QUESTION FORMAT as the foundation for your performance-based selection process2. Convert behavior questions to assess reflection and application3. Pair interview questions to the required job deliverables
Adopting Three – Question Format ADVANTAGES• Keeps focus on performance needed for success in job• Makes it easier for well-qualified diverse candidates to promote their achievements rather than justify their non-performance related backgrounds (level of degree, years of experience, etc)• Can be readily duplicated from one position to another
QUESTION #1Using the resume, work backwards at a high level through the work history, ask:“Please tell me about your most recent job. What was your position, describe the organization, your accountabilities, where you fit in the organizational structure, and how that background makes you a great candidate for this position?”
QUESTION #2“Think about your most significant accomplishment. Now, tell me all about it.”It’s a stand-alone query that can overcome typical candidate nervousness, minimize the impact of the candidates personality on the interviewer, eliminate the exaggeration which many candidates adopt as an interviewing strategy and actually determine if the candidate is competent and motivated to do the work required.This inquiry is also the beginning of the in-depth fact-finding part of the interview process.
QUESTION #2 (cont’d)Its amazing what THIS performance-based question can accomplish:1.Youll be able to quickly separate top candidates from top employees2.Top people want a chance to demonstrate what theyve accomplished3.The fact-finding process increases assessment accuracy4.Compensation becomes a less important part of the offer and acceptance process
QUESTION #3Pick the top 3-4 deliverables from the Performance Profile. Remember, these are the actions the person must DO in order to achieve success in that job. State the first one and ask:“How would you go about addressing this?”, or “How would you go about getting this done?”And then follow-up with:“What have you done that is most similar to this?”
Build Your Team • Review the CIDS guide at least three times • Gather feedback from all interviewers • Conduct the In-Depth Reference Checks • Write comments about each Competency • Make final ratings on Competencies • Make decision to hire, promote, or transfer