Hiring Manager Expectations Presentation 11 3

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Hiring Manager Expectations Presentation 11 3

  1. 1. Hiring Manager Expectations Setting, Executing and Delivering Hiring Strategies Chris Hood 11/3/2009
  2. 2. Topics for Discussion <ul><li>Establishing Expectations </li></ul><ul><li>Issues to Proactively Prevent and Avoid </li></ul><ul><ul><li>Managers wanting to see more than 3 resumes per hiring engagement </li></ul></ul><ul><ul><li>Managers wanting to see additional resumes with no feedback om previous submittals </li></ul></ul><ul><ul><li>Managers liking someone they interviewed, but still want to see more resumes </li></ul></ul><ul><li>Overcoming Roadblocks </li></ul><ul><li>Discussion </li></ul>
  3. 3. Establishing Relationships <ul><li>Hiring challenges exist across many organizations </li></ul><ul><ul><li>Function of decentralized hiring function </li></ul></ul><ul><ul><li>Forced change from preferred vendors </li></ul></ul><ul><ul><li>Dislike for reviewing resumes, interviewing and making hiring decisions </li></ul></ul><ul><ul><li>Disconnect occurs between what is needed and what is described in job description </li></ul></ul><ul><ul><li>No defined guidelines for feedback and submissions </li></ul></ul><ul><li>How do these characteristics effect our ability to hire? </li></ul><ul><ul><li>Recruiting focus moves to quantity over quality </li></ul></ul><ul><ul><li>Feedback lacking in useful information </li></ul></ul><ul><ul><li>Cumbersome decision making </li></ul></ul>
  4. 4. Identifying and Understanding the Challenge <ul><li>We just looked at 3 major roadblocks. </li></ul><ul><li>How do we prevent them from impeding the process? </li></ul><ul><ul><li>Anticipate </li></ul></ul><ul><ul><li>Recognize </li></ul></ul><ul><ul><li>Act proactively, not reactively </li></ul></ul><ul><ul><li>Others? </li></ul></ul>
  5. 5. Road Block #1 You’re Doing it Wrong! <ul><li>What does this tell us? </li></ul><ul><li>Lack of process understanding </li></ul><ul><li>Difficulty listening to advice on best practice </li></ul><ul><li>Results in tension </li></ul><ul><ul><li>Leads to even bigger obstacle </li></ul></ul>
  6. 6. Road Block #2 Just give me a 1/3 lb of Ham <ul><li>Often, the ideal candidate will not be identical to the job description </li></ul><ul><li>Must pose detailed questions in kick-off and calibration meetings </li></ul><ul><li>The right questions will get the right answers </li></ul><ul><li>Make the calls like an interview </li></ul>
  7. 7. Roadblock #3 The Point is…Well. I don’t Know. <ul><li>Managers often think they can do just a bit better with an additional candidate </li></ul><ul><li>Difficult for them to define “why” </li></ul><ul><li>Explanation can go in circles – with no true understanding reached </li></ul>
  8. 8. Why Does This Happen? <ul><li>Hiring managers feel that they are experts in recruiting and interviewing </li></ul><ul><li>Managers fail to convey core necessity of a new position </li></ul><ul><li>Managers separate from hiring process </li></ul><ul><ul><li>Leave the heavy lifting to recruiters and HR </li></ul></ul><ul><ul><li>Act as final authority – with limited information </li></ul></ul><ul><li>Uncertainty of exactly what they are looking for </li></ul><ul><li>Decisions made on factors inconsequential to job </li></ul><ul><li>Lack of training on resume review </li></ul><ul><li>Decisions based on resume only </li></ul><ul><ul><li>No attention given to cover letters, write ups or referrals </li></ul></ul><ul><li>What else? </li></ul>
  9. 9. How Do We Prevent This? <ul><li>Begin new relationship with agreeing on: </li></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Communication standards </li></ul></ul><ul><li>Build confidence in hiring manager </li></ul><ul><ul><li>Know the job </li></ul></ul><ul><ul><li>Understand the industry and marketplace </li></ul></ul><ul><ul><li>Teach and promote objective assessment </li></ul></ul><ul><ul><li>Be prepared to justify candidate submissions </li></ul></ul><ul><ul><li>Be a partner to the hiring manager </li></ul></ul><ul><ul><ul><li>Team with managers to make this a mutual process </li></ul></ul></ul><ul><li>Let’s Discuss </li></ul>
  10. 10. First Impressions ARE Everything <ul><li>Even the most detached HM can recognize recruiter competence and professionalism </li></ul><ul><li>Work to control the “Thin Slice”* </li></ul><ul><ul><li>Prevent disengagement by creating positive first impression, and immediately work to overcome pre-conceptions </li></ul></ul><ul><ul><li>Malcolm Glad well asserts that “we think without thinking, we thin-slice whenever we meet a new person or have to make sense of something quickly or encounter a novel situation.” </li></ul></ul><ul><ul><ul><li>Further, he demonstrates that, “Snap judgments are, first of all, enormously quick: they rely on the thinnest slices of experience … they are also unconscious.” </li></ul></ul></ul><ul><ul><li>The notion of thinking without thinking effects a manager’s approach to hiring </li></ul></ul><ul><ul><ul><li>Very important to overcome potential negative preconceive attitude towards interviewing and hiring </li></ul></ul></ul>Source
  11. 11. First Impressions ARE Everything (cont’d) <ul><li>Cater first discussions to the target audience* </li></ul><ul><ul><li>If working with an IT/Engineering manager, cater your approach to their language </li></ul></ul><ul><ul><li>Example: </li></ul></ul><ul><ul><ul><li>A previous search was conducted for a similar role. After sourcing and screening 40 candidates, 6 were formally interviewed by the recruiter and 6 by the hiring manager. </li></ul></ul></ul><ul><ul><ul><li>This confirms trend of 3% success rate of return in recruiting (also a base standard in other areas) </li></ul></ul></ul><ul><ul><ul><li>Discuss previous search with manager, and ask the sourcing </li></ul></ul></ul><ul><ul><ul><li>Instead of asking “How can we narrow this down to a 10% success rate?”, pose the question as: “What would we need to do to increase the yield 3X, or to 10%” </li></ul></ul></ul><ul><ul><li>Managers will now see this hiring process as engineering challenge – not an HR or recruiting activity </li></ul></ul>Source
  12. 12. Use Kick-off Calls to Your Advantage <ul><li>Establish credibility immediately </li></ul><ul><ul><li>Research the Client and industry prior to call </li></ul></ul><ul><ul><li>Read and re-read the job description </li></ul></ul><ul><ul><li>Pre-construct questions that will uncover pertinent information about the job </li></ul></ul><ul><li>Avoid using the Job Description as the discussion agenda </li></ul><ul><ul><li>This often leads to “I’m looking for what it says here” </li></ul></ul><ul><ul><li>Relying on the document limits flow of discussion and transfer of information </li></ul></ul><ul><li>Lead discussion on expectations – do not ask for them </li></ul><ul><ul><li>Most managers do not come to meeting with expectations pre-set </li></ul></ul><ul><ul><li>This could lead to direction which is not well thought out </li></ul></ul><ul><ul><li>Takes away from our ability to consult and partner </li></ul></ul>
  13. 13. Use Kick-off Calls to Your Advantage (cont’d) <ul><li>Get the manager on your side </li></ul><ul><ul><li>Let them talk about their favorite things (what is this?) </li></ul></ul><ul><ul><li>Ask them to remember the best hire they made for this role – and then discuss what made them want to interview the candidate initially </li></ul></ul><ul><ul><li>Discuss characteristics of top performers </li></ul></ul><ul><ul><li>Use a previous hire’s resume (if available) and find out what questions they would have for this person </li></ul></ul><ul><ul><li>Ask about the collective personality of his/her team </li></ul></ul><ul><ul><li>What types of people tend to do well? </li></ul></ul>
  14. 14. Use Kick-off Calls to Your Advantage (cont’d) <ul><li>Sell the importance of a smooth hiring process </li></ul><ul><ul><li>Ensure sincere goal to partner with manager </li></ul></ul><ul><ul><li>Discuss importance of keeping with agreed-upon turnaround times for feedback and scheduling </li></ul></ul><ul><ul><li>Educate manager on candidate perceptions if a hiring process extends beyond reasonable time frame </li></ul></ul><ul><ul><li>Impart the importance of interviewing QUALITY not QUANTITY </li></ul></ul><ul><ul><li>Agree upon a time to re-calibrate early search results </li></ul></ul><ul><li>Remind the hiring manager that their input to the hiring process reflects on the entire company </li></ul>
  15. 15. This is Sounds Great in Theory, but…. What is the End Goal? <ul><li>Partner with your managers to encourage an open mind and change in their approach to hiring </li></ul><ul><li>Build confidence that you are an expert in recruiting and that you understand the industry and key components </li></ul><ul><li>Establish open communication to ensure clear, objective feedback and timely response </li></ul><ul><li>Teach hiring managers how to uncover the information they are looking for through effective interviewing </li></ul><ul><li>Create relationship where hiring manager feels like a top priority </li></ul><ul><li>Be an agent of change! </li></ul>
  16. 16. Trust, Change, Flexibility, Understanding <ul><li>What happens when we convince our hiring managers to give up their “woobie”? </li></ul><ul><ul><li>In the end – we want our partners to rely on us for their hiring needs </li></ul></ul><ul><ul><li>If they are confident in our abilities to perform, they will trust the process and participate actively </li></ul></ul><ul><ul><li>Result will be improved efficiency and revenue </li></ul></ul>
  17. 17. Sources and Additional Information <ul><li>Podcast – Dealing with “SeeMores” </li></ul><ul><ul><li>Sales Roundup – Podcast </li></ul></ul><ul><li>Article – Working with Technical Managers </li></ul><ul><ul><li>How to Deal With Technical Managers and Other (Too) Bright People </li></ul></ul><ul><li>Article – Tips for Interviewers </li></ul><ul><ul><li>Interview Tips - For Interviewers </li></ul></ul><ul><li>Essay – Using Assessments as Hiring Tools </li></ul><ul><ul><li>Testing and Attracting - Assessment Tools </li></ul></ul><ul><li>Book – Blink: The Power of Thinking Without Thinking </li></ul><ul><ul><li>Malcolm Gladwell - Blink </li></ul></ul><ul><li>Article – First Impressions </li></ul><ul><ul><li>Why &quot;Blink&quot; Matters - The Power of First Impressions </li></ul></ul><ul><li>Linked In – Industry Professionals Input </li></ul><ul><ul><li>Q&A Topic Thread </li></ul></ul>

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