Recruiting your team: Recruiting and Hiring the Right People for Every Job


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Recruiting and Hiring the right people to fit your culture and improve your team are critical for small business success. This presentation provides ideas and systems for hiring staff at every level. The presentation includes specific information on hiring seasonal workers.

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Recruiting your team: Recruiting and Hiring the Right People for Every Job

  1. 1. Skills for Building Your Team Recruiting Strategies to Create a Culture of Success Dr. Kevin Kragenbrink
  2. 2. Today’s Agenda Part 1: Recruiting Systems  The typical team development process  Rules for Success Focused Recruiting  Rules for Interviewing Systems Part 2: Core Issues for Recruiting in the Outdoor Industry  Seasonal Workers  Judgment is the Key Part 3: Q&A
  3. 3. How an organization selects, develops and manages its employees is the single greatest predictor of organization performance.
  4. 4. Some Common Mistakes The Typical Process Reactive Hiring Measuring For Failure Accepting Turnover
  5. 5. Rules for Success Focused Recruiting Start with the Job Description  How do you define success?  How do you measure success? Recruit to the Job and Your Culture  Match experience and credentials to the job.  Match attitudes and behaviors to your culture  Test both with behavioral interviewing
  6. 6. The Interview Is Key CEO Rule:“Candidates WillMisrepresent Their Past”
  7. 7. Rules for Interviewing Use Behavioral Questioning S Describe a Situation T Describe a Task A Tell me what Action you took R Tell me the Results of your action E What Evidence can you provide?
  8. 8. CEO Rule:“Past behaviors are the best predictors of future performance.”
  9. 9. Hiring Seasonal Staff In the Outdoor Industry
  10. 10. All employees have an influence on:  Your brand image  Morale of the organization  Overall quality of the products  Customer service  Bottom line results (NOI)
  11. 11. Don’t Make Hiring SeasonalStaff a Crap Shoot
  12. 12. A successful business requires the alignment of business culture, leadership practices and employee skills/ behavior.
  13. 13. Understanding Your Business Culture
  14. 14. Know Your Business CultureCharacteristics Control Collaboration Competence CultivationDefined By Driven short –term Harmony and Consistent Inspirited by goals Cooperation challenge purpose to deliver services or productValues Consistent Inclusivity Internal and Individual identity performance and external with the reliable competition OrganizationEnvironment Decisions come Consensus and Rewards Empowers people from the top harmony winnersStrengths Pragmatic and Loyalty and High Allow for growth realistic empathy Performance and and Focused Strategy Develop human potentialWeaknesses Limits innovation Lack of Excessive Excessive accountability pressure emphasis on self- Egocentric expression
  15. 15. Matching Cultures and Behaviors Control Collaboration Competence Cultivation Follows the specific Team Player Highly independent Believes in what the job/role requirements Organization believes Follows directives Willing to multi-task Demonstrate Value driven personality Doesn’t work well Sacrifices own agenda Seeks out growth and independently for group goals Expert change Good at performing Generalist in skill specific functions Focused on being the Employees identify best deeply with the competent in specific Harmony and Organization and skill set cooperation among make it their own employees Organizational life is Employees are intense, high-strung expected to comply with challenge and with decisions and performance rules established by higher authority
  16. 16. Chart your Staff Collaboration Control Cultivation Competence
  17. 17. Each Culture can be effective if the business strategies, leadership,employee selection, staff development and rewards systems are aligned
  18. 18. Categories of Seasonal Staff Support Non Technical –Back and front office, logistical support Technical-guides/instructors- Primarily responsible for the care and safety of clients, and all decision- making in the field My focus is on technical staff
  19. 19. Hiring CriteriaEvaluate and select candidate based on :1. Cultural fit2. Core Competencies3. Judgment4. Personality
  20. 20. Core Competencies
  21. 21. Core competencies – should be measured in two ways: 1. General Requirements - candidates possess the physical ability and knowledge to safely manage clients in the environment. 2. Technical Skills – candidates are proficient in the essential skills required to lead clients safely in the activity.
  22. 22. Measures1. General requirements • Physical Fitness • Experience with the equipment • Knowledge of the terrain • Local weather • Environmental hazards2. Technical skills – documented experience • Lead class IV and V peak ascents • Captain a raft over class III and higher rapids
  23. 23. Judgment Good judgment is: • Having the experience and awareness to predict an outcome to a situation. • Making the right decision that leads to a positive outcome given a set of circumstances.“A leader with limited knowledge and superior judgment is better than one with vast knowledge and little judgment.” Paul Petzoldt
  24. 24. Interviewing for Determining Sound Judgment Case MethodRafting Trip - A group of nine adults (male and female,married and single) are proceeding down the Green River on amulti-day paddling rafting trip in mid-summer. Amongparticipants there is a wide range of physical fitness, interestand enthusiasm for the experience. One out-of-shape male iscomplaining to the group about having to paddle long distancesand the un-comfortableness of camping and being outdoors. Hiswife is the opposite -very fit, risk taker and an adventurist.Among the singles from the start of the trip one male is payinga great amount of attention to a very attractive female and shedoes not welcome his advances. By Day three, the group isstarting to notice that a particular single male and female keepdisappearing during break and camp set-ups.
  25. 25. Backpacking – In the late morning of day one of abackpacking trip in the Lewis and Clark National Forest, a 21year old male is experiencing shortness of breath and anirregular heartbeat. The group leader assumes that the youngman is out of shape. The group continues on and by theafternoon the young man is lagging way behind with realdifficulty in breathing.Canoeing - On a canoeing trip in the Southeastern UnitedStates in July at 2:30 PM, a group is traveling down a riverabout to enter a long, wide lake. The plan is to cross the six-mile lake and camp for the night on the shore.
  26. 26. Interviewing Questions:1. What is your appraisal of the situation?2. What are your specific concerns?3. What actions need to be taken?
  27. 27. “Judge a person by his questions rather than by his answers.”Voltaire
  28. 28. Final Candidate Selection 1. Does the candidate fit and will he/she enhance the company culture ? 2. Does the candidate have the required skills and experience to safely lead clients? 3. Does the candidate have the maturity and judgment to foresee potential hazards? 4. Does the candidate have the personality and ability to work within guidelinesNext step: Invite the Candidate to your training programs
  29. 29. Summary Define Your Recruiting Systems  Job Descriptions that Define Success  Rules of engagement to set expectations  Behavioral interviewing to identify behavior  Clear communications to define next steps Set Your Hiring Criteria  Ability (do they have the skills, resources, credentials, etc.)  Willingness (do they have the attitude, behaviors, culture, etc.) Communicate Culture  Vision, Values, Mission  Non-Negotiables Go Beyond the Employee Manual
  30. 30. Lessons Learned Take a minute to write down your lessons learned? 1. 2. 3. 4.
  31. 31. Thank you for participating in Today’s Workshop For more information on the Estrada Strategies Online CEO Club,please contact me at or by phone at 865-804-1556