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EEO Selection Committee Training 2013
BUSINESS CASE FOR         DIVERSITY RECRUITING & RETENTION“The ability of an academic medical center to adapt to  disequil...
Variables Which Determine  Diversity Hiring Success
THE LEGAL CASE FOR DIVERSIFICATION                            ISN’T THIS DIVERSITY                          RECRUITING STU...
AA vs. TITLE VII• Affirmative Action: term taken from Federal Executive Order  11246• Affirmative Action relates to the RE...
AA vs. TITLE VII• Title VII of the Civil Rights Act of 1964 -- No preferential  treatment can be given during the hiring p...
TALENT-CENTRIC  “The single most important driver oforganizational performance and individualmanagerial success is talent....
Talent – “The Great Equalizer”Most important driver    What separates the       What separatesof organizational and   prem...
Hiring the Right Talent         Organizations Biggest Challenge!"The biggest mistakes I’ve made are in hiring andfiring. A...
Talent Challenges• 50% of   companies --   hard time finding   qualified job   applicants.• “Recruiting and   retaining   ...
Talent Realities•   46% of the    organizations    surveyed conduct    exit interviews,    and•   79% do not have    any s...
RECRUITING THE BEST NON-EXEMPT EMPLOYEESAge:• 39% of hourly workers are   < 25 years old• 33% are 25 – 44 years old• 28% a...
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% --...
GREAT ADVERTISING ??
Which is the      Most Effective Screening Criteria??1. Highest level degree and greatest years of     experience.2.   Exp...
Which is the      Most Effective Screening Criteria??1. Highest level degree and greatest years of     experience.2.   Exp...
JOB SEEKING ACTIVITY OF           Fully Employed                       VERY ACTIVE                                        ...
PASSIVE VS.                   ACTIVE CANDIDATES82% vs. 8% vs. 10%                               Very                      ...
Sourcing PhilosophyGOOD NEWS!Picture your perfect job applicants. They visit your employment website    almost every day. ...
"You Find Us" Sourcing Strategy1. Job fairs2. Ads in newspapers3. Job boards4. Billboards or "were hiring" banners5. Colle...
"We Find You" Sourcing Strategy1. Cold Calls                  10.Internet Name2. Mystery Shopping              Generation3...
Which is Better ??"You Find Us"•   Unknown Loyalty or Interest•   High Volume•   High Error Probability•   Low Acceptance ...
BUILD A NAME DATABASEA business card obtained when an audience member asks    for copies of a speech made by one of our em...
RECRUITMENTIdentifying the Actual Position  Requirements   Position Success Profile
OBJECTIVEIdentify and utilizebest practices forhiring “A” players
BLOW UP THE GENERIC JOB DESCRIPTION !
5 Questions That Every Recruiter Should Ask the Hiring Manager1. What the incumbent must do well in order to   succeed in ...
Which is the “A Player” Magnet ??      Success Profile                   Traditional Job DescriptionThe Person            ...
What Attracts “A” Players1.   Challenging work*2.   Personal development / Mentors*3.   Advancement*4.   Working with othe...
Success Profile                               EXAMPLES:• Vice-President of Research -- Create, implement, and monitor an  ...
Success Profile –Talent Acquisition DirectorMajor objective: During the first year, convert the LSCS talent   acquisition ...
Success Profile –Talent Acquisition Director                   (CONT’D)4.   Establish a workforce-planning process. Within...
Generic Job Description PostingReporting directly to the CEO, the Chief Marketing Officer leads marketing and salesoperati...
Success Profile Job PostingReporting directly to the CEO, the Chief Marketing Officer leads marketing and salesoperations,...
SAMPLE GENERIC JOB DESCRIPTION AD
INTERNAL AUDITOR AD –                                BULLET PROOF YOUR CAREER    •Are you tired of other managers looking ...
Dealership GM Service Technician(S   Due to retirement and expansion, were hiring!U   The right candidate for this positio...
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? ...
Employee Value Proposition
Employment Ads -- WIIFM  Effective Ads tell Applicants:• What you will get to do,• What you will have a chance to  learn,•...
Guidelines for ‘Hiring the Best”1. Create Success Profile before posting.2. Clarify E.V.P. (Employee Value Proposition).3....
New Interview Paradigm for                                 Quality & Diversity1. Adopt the 3 –   QUESTION FORMAT   as the ...
Adopting Three – Question Format               ADVANTAGES• Keeps focus on performance needed for  success in job• Makes it...
QUESTION #1Using the resume, work backwards at a high level  through the work history, ask:“Please tell me about your most...
QUESTION #2“Think about your most significant accomplishment. Now, tell  me all about it.”It’s a stand-alone query that ca...
QUESTION #2 (cont’d)Its amazing what THIS performance-based    question can accomplish:1.Youll be able to quickly separate...
QUESTION #3Pick the top 3-4 deliverables   from the Performance   Profile. Remember, these   are the actions the person   ...
Build Your Team   •   Review the CIDS guide at least three times   •   Gather feedback from all interviewers   •   Conduct...
Selection Committee Training 2013
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Selection Committee Training 2013

  1. 1. EEO Selection Committee Training 2013
  2. 2. 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
  3. 3. Variables Which Determine Diversity Hiring Success
  4. 4. THE LEGAL CASE FOR DIVERSIFICATION ISN’T THIS DIVERSITY RECRUITING STUFF JUST ANOTHER NAME FOR GIVING LESS QUALIFIED MINORITIES / FEMALES PREFERENCE IN HIRING?
  5. 5. 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.
  6. 6. 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.
  7. 7. 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”
  8. 8. 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?
  9. 9. 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”
  10. 10. Talent Challenges• 50% of companies -- hard time finding qualified job applicants.• “Recruiting and retaining employees” equates to “remaining competitive.”
  11. 11. 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
  12. 12. 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
  13. 13. Non-Exempt Workers Three Most Important Factors:•Being hired quickly (37%)•Pay (33%)•Being close to home (17%)
  14. 14. 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
  15. 15. GREAT ADVERTISING ??
  16. 16. 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.
  17. 17. 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.
  18. 18. 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
  19. 19. 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)
  20. 20. 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.
  21. 21. "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
  22. 22. "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
  23. 23. 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
  24. 24. 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."
  25. 25. RECRUITMENTIdentifying the Actual Position Requirements Position Success Profile
  26. 26. OBJECTIVEIdentify and utilizebest practices forhiring “A” players
  27. 27. BLOW UP THE GENERIC JOB DESCRIPTION !
  28. 28. 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?
  29. 29. 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.
  30. 30. 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?
  31. 31. 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.
  32. 32. 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.
  33. 33. 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.
  34. 34. 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.
  35. 35. 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.
  36. 36. SAMPLE GENERIC JOB DESCRIPTION AD
  37. 37. 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
  38. 38. 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.
  39. 39. SUPER-BOWL AD“Help wanted: TELEPATH. “(You already know where to apply!)”
  40. 40. 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?
  41. 41. Employee Value Proposition
  42. 42. 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.
  43. 43. 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.
  44. 44. 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
  45. 45. 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
  46. 46. 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?”
  47. 47. 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.
  48. 48. 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
  49. 49. 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?”
  50. 50. 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

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