Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
Successful Recruitment strategies for startupsCodeGround.in
This content was brought to you by CodeGround Online Testing Platform. CodeGround is an online assessment and test evaluation system focused on helping Recruiters in initial screening of potential candidates from an ocean of job seekers in an automated way.CodeGround supports Online Aptitude Tests, Spoken English Communication Skills Assessments, Coding Contests in JAVA, C, C++, Ruby, Python, JavaScript and PHP. CodeGround also supports Automated asynchronous interviews. CodeGround Screening Tests can be used by Recruiters during campus hiring or to screen walkin candidates.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
Recruiting For Your Startup: Unconventional Thinking, Smart Ideas and Amazing...futurewardcentral
Join us as FutureWard presents our monthly FutureWard Forum! We aim to foster and build a collaborative community through the sharing of ideas and knowledge. Our speaker for this month's forum will be Dominik Nagiller, and he will be sharing about recruiting for your startup: unconventional thinking, smart ideas and amazing mistakes.
Dominik Nagiller from Queen’s Road Capital divides his time between Hong Kong and SEA looking for driven entrepreneurs who seek to disrupt digital media, vertical commerce and work tech. Queen’s Road Capital (www.queensroadcapital.com) is a HK-based VC firm focused on undertaking early stage investments in tech-enabled businesses across Asia and beyond.
Recruitment challenges a Recruiter must beat before hiring any candidate. The focus of this ppt on recruitment challenges is particularly on how to interview only quality candidates. Follow the below link to know more
https://blog.interviewmocha.com/worst-recruitment-challenges-a-recruiter-must-beat
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
Free vs. Paid Recruiting Tools on LinkedInLinkedIn
Crash course on how you can use LinkedIn for recruiting, sales and marketing. This webcast, we'll give you practical advice on how to use our tools to recruit even more effectively.
You'll learn how to:
Search using the LinkedIn Recruiter platform – a powerful tool that helps you quickly find the right candidate
Promote your job openings to 433+ million professionals on the LinkedIn platform - even on a small budget
Market at scale to effectively source new clients and grow your business
HR Business Partner – Another Fad or the Future of HR? Insights from SHRM, Br...The HR Observer
The job title 'HR Business Partner' is becoming increasingly common. The latest SHRM global research shows that we are entering a second stage - a version 2.0 - of the Shared Services business model. So how does this change affect the role of the HR Business Partner; what's different, what stays the same? Do people working as 'HR Business Partners' even understand their role; are business units happy with the role's performance? This seminar will briefly outline the theory and practice of the role, followed by several key recommendations as to what is the future for the HR Business Partner.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
For a small business, stretching limited resources to find the best candidates, building a competitive talent brand and out-hiring larger competitors is challenging, but when done right it can deliver breakout results.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
We help customer led leaders, CEO's, CCO's, COO's and HR Directors substantially improve the success and retention of their new hires. Saving you time and money. Find out more in this digital brochure. Douglas Jackson Management Consultants for Talent Acquisition
Creating a Proactive Recruiting Strategy to Target Passive CandidatesCachinko
The talented candidate you’re seeking to fill an open position can often be a passive one -- someone not currently looking for new employment. Does your recruiting program have a strategy for identifying and targeting passive candidates?
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
Recruitment Marketing - The recruitment marketing machine Andy Whitehead
Recruitment Marketing To Double Your Income. Double Your Time Off.
-Influence through Expert status
-Impact through Inbound leads
-Income through doubling your agency
Andy Whitehead of Recruitment Marketing International is the marketing expert award winning recruitment owners and businesses turn to, to double their business and double their time off.
Latest case study: overworked recruiter doubles his agency and moves from 4 to 31 clients in 5 months using our 3 step Maven process.
Attract. Convert. Automate.
Contact us at www. http://recruitmentmarketinginternational.com/ to see if your agency or your desk fits our model.
Mike Walmsley: “The most innovative recruitment marketing I have ever seen”.
The score is tied, 3-3 and it’s the bottom of the ninth with two outs and you’re standing at the plate. Now that’s major-league, contract-dangling, pressure. Oops, wrong sport. It’s the start of Q3 and you’re down 2 recruiters with 78 open positions over 60 days old and you’re about to meet with the executive team. Now that’s boardroom-serious, job performance questioning, pressure. What are you going to do different to drive results?
Access the webinar with top recruiting panelists here: http://resources.rpoassociation.org/top-recruiting-challenges-webinar/
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
Recruiting For Your Startup: Unconventional Thinking, Smart Ideas and Amazing...futurewardcentral
Join us as FutureWard presents our monthly FutureWard Forum! We aim to foster and build a collaborative community through the sharing of ideas and knowledge. Our speaker for this month's forum will be Dominik Nagiller, and he will be sharing about recruiting for your startup: unconventional thinking, smart ideas and amazing mistakes.
Dominik Nagiller from Queen’s Road Capital divides his time between Hong Kong and SEA looking for driven entrepreneurs who seek to disrupt digital media, vertical commerce and work tech. Queen’s Road Capital (www.queensroadcapital.com) is a HK-based VC firm focused on undertaking early stage investments in tech-enabled businesses across Asia and beyond.
Recruitment challenges a Recruiter must beat before hiring any candidate. The focus of this ppt on recruitment challenges is particularly on how to interview only quality candidates. Follow the below link to know more
https://blog.interviewmocha.com/worst-recruitment-challenges-a-recruiter-must-beat
EHRM: Entrepreneurial Human Resources Management | by Ernst & Young, People A...ArabNet ME
The SMEs of today are the future organizations of tomorrow who will set the leading practice in the market. YOU, as SMEs and Entrepreneurs, will shape the future organization and the HR of tomorrow.
Free vs. Paid Recruiting Tools on LinkedInLinkedIn
Crash course on how you can use LinkedIn for recruiting, sales and marketing. This webcast, we'll give you practical advice on how to use our tools to recruit even more effectively.
You'll learn how to:
Search using the LinkedIn Recruiter platform – a powerful tool that helps you quickly find the right candidate
Promote your job openings to 433+ million professionals on the LinkedIn platform - even on a small budget
Market at scale to effectively source new clients and grow your business
HR Business Partner – Another Fad or the Future of HR? Insights from SHRM, Br...The HR Observer
The job title 'HR Business Partner' is becoming increasingly common. The latest SHRM global research shows that we are entering a second stage - a version 2.0 - of the Shared Services business model. So how does this change affect the role of the HR Business Partner; what's different, what stays the same? Do people working as 'HR Business Partners' even understand their role; are business units happy with the role's performance? This seminar will briefly outline the theory and practice of the role, followed by several key recommendations as to what is the future for the HR Business Partner.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
For a small business, stretching limited resources to find the best candidates, building a competitive talent brand and out-hiring larger competitors is challenging, but when done right it can deliver breakout results.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
We help customer led leaders, CEO's, CCO's, COO's and HR Directors substantially improve the success and retention of their new hires. Saving you time and money. Find out more in this digital brochure. Douglas Jackson Management Consultants for Talent Acquisition
Creating a Proactive Recruiting Strategy to Target Passive CandidatesCachinko
The talented candidate you’re seeking to fill an open position can often be a passive one -- someone not currently looking for new employment. Does your recruiting program have a strategy for identifying and targeting passive candidates?
The HR Business Partner is the most difficult role Human Resources can offer. Becoming the HRBP is a long journey, because the fresh college graduate has to learn many things about the HR Management.
Recruitment Marketing - The recruitment marketing machine Andy Whitehead
Recruitment Marketing To Double Your Income. Double Your Time Off.
-Influence through Expert status
-Impact through Inbound leads
-Income through doubling your agency
Andy Whitehead of Recruitment Marketing International is the marketing expert award winning recruitment owners and businesses turn to, to double their business and double their time off.
Latest case study: overworked recruiter doubles his agency and moves from 4 to 31 clients in 5 months using our 3 step Maven process.
Attract. Convert. Automate.
Contact us at www. http://recruitmentmarketinginternational.com/ to see if your agency or your desk fits our model.
Mike Walmsley: “The most innovative recruitment marketing I have ever seen”.
How much does “right” talent contribute towards the organisational effectiveness? Is the growth of an organisation restricted by the talent they hire? What are the tools that help gauge the fit between a potential hire, the role and the organisation’s values?
Presentation by Margaret Dawson at Women of the Channel 2013 New York. Margaret talks about how to truly discover your inner light and how to use it for your own success and to help others be more successful. Part of her women empowerment series!
For INDONESIA area, please contact :
Representative of AIM for Executive Education program in Jakarta,
Martinus Benjamin
Tel. nos : +6221 2965588, +6221 30050688
Email : martinus.benjamin@ultimatesmart.com
Thank you...
Succession Planning
Simple replacement planning. A process that indicates possible internal replacements for critical positions.
Developmental succession planning.
Talent pool planning.
Best practice organizations link succession planning with business strategy.
Effective Implementation of Psychometrics in Talent Acquisition and Management The HR Observer
Ever bring on a new employee, only to realise by the end of the first week that this new hire was a huge mistake? Every organisation is unique and has a DNA of its own. To build great teams, you must hire the right talent and make sure you manage and nurture this talent to its fullest potential. This journey begins with the “Job fit” concept which is critical to ensure maximum productivity, employee motivation and job satisfaction. You will learn how to select the right assessment tool and ensure effective integration of psychometrics into your recruitment process.
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We sat down with Adrianne McVeigh, the Executive Director
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Aileen O’Toole, HR Manager at eBay Classifieds Group explains the importance of a well oiled Talent Management machine. In her presentation, she explains how eBay Classifieds Group’s Talent Management strategy is central to business productivity and growth. Aileen outlines the core elements of the strategy: professional development; culture and leadership; reward and recognition; job performance; and ownership and empowerment.
Olive Green Consulting is a specialist in IT recruitment. We offer IT recruitment agency services and talent acquisition consulting in Bengaluru, Karnataka. Visit our website at www.olivegreenconsulting.com.
Growing your business to the next level takes more than a great idea -- it takes funding. Did you know that investors say the number one thing they look for when deciding to invest is talent?
From SC Moatti, Managing Director of The Angels' Forum, you'll learn:
- 3 characteristics investors look for in a strong team
- The hiring recipe that spells failure
- Why diversity and culture matter
- And more
To learn more, visit us here: http://bit.ly/2cCJq8E
Lou Adler & Lever Webinar: How Dumping Skills-Infested Job Descriptions Will ...Lever Inc.
In this webcast, recruiting thought leader Lou Adler shares how to hire the right people for the right jobs through a new approach to job descriptions. The key: focus on the work needed to be done, not the skills needed to do the work.
Strategies for Identifying and Assessing Talent for the Staffing Industry by ...Engage
Jay Brunetti has been in the business of finding and placing professionals at staffing agencies for years. In this session, Jay will discuss strategies and an action plan to find exceptional staffing talent despite a tight labor market.
Take action to implement 3 new and powerful ideas.
Assess individual patterns of job stress.
Demonstrate an effective method to manage job stress.
Develop organizational stress solutions.
Time/Self-management Key Concepts
Personal Mission Statement:
Defining Your Life Goals:
Weekly Time Log:
Plan:
Scheduling:
To Do Lists:
Set Priorities:
80/20 Rule:
“Maynard’s Question”:
Win the “War for Millennial Talent.”
Adopt new mindset – initiate, engage, collaborate and evolve.
Create a GEN Y friendly workplace culture.
Best Practices for Managing Millennials.
Change perspective involving time, technology and loyalty.
Provide in the moment performance feedback.
Create emotionally intelligent teams.
Develop future leadership bench strength.
How to Close the Door on What is not
Working
How to Open the Door to Your Dream
Career
Face Your Fears and Discover the
Confidence to Make That Important
Sale to Yourself
Change Your Mindset. Marketing is
Fun!
Discuss a workable definition of Emotional Intelligence in leadership and organizations.
Understand the five domains of Emotional Intelligence.
Utilize the EQ-i to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in demonstrable and measurable change.
Innovation in Difficult Times - Developing Innovative LeadersWorking Resources
How to create an innovative culture.
How to develop a disruptive mindset.
How abundance impedes innovation.
How constraints often enable innovation.
How to enhance creativity.
How to embrace change and thrive.
Transformational Executive Coaching
Expands people’s capacity to take effective action.
Challenges beliefs and assumptions that are responsible for one’s actions and behaviors.
Examines what one does, why one does what one does, but also who one is. What are the principles upon which one forms identity?
Align the performance evaluation process with the firm’s mission, vision, and values.
Understand key emotional intelligence
competencies.
Increase comfort with performance review conversations.
Identify the core message employee should remember after the conversation.
Practice coaching employees on future desired
performance focusing on strengths.
Discuss a workable definition of Emotional Intelligence in leadership.
Understand the five domains of Emotional Intelligence.
“EI” Exercise to explore personal strengths and vulnerabilities related to EI.
Develop an EI Action Plan resulting in improved self-management & career transition success.
Discuss a workable definition of Emotional Intelligence in leadership and team building.
Understand the five domains of Emotional Intelligence.
Team Building Exercise to explore personal strengths and vulnerabilities related to EQ.
Develop an EQ Action Plan resulting in improved team performance.
Clarify Vision, Mission and Strategy
Develop Emotional/Social Intelligence
Improve Team Accountability Behaviors
Develop a Positive Accountability Action Plan
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
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Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
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Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
2. Our Goals for Today
o Implement 3 new strategic talent
management ideas
o Assess, select, retain, and evaluate
talent
o Hire star performers that fit the
company culture
o Role-play performance-based
interviewing skills
3. What You Will Learn Today
o Avoid common hiring mistakes
o Interviewing, selection &
assessment competencies
o Increase the performance and
retention of your people
4. Win the War For Talent
o The most important resource over the
next 20 years will be talent
o Companies must attract energetic,
motivated, technologically literate,
globally astute, & learning agile
people
o T alent has become more important
than capital, strategy, or R&D
5. The War for Talent
o High cost of turnover
o Shrinking labor pool
o Competitive pressure
o The business advantage of hiring
great people whose values and
competencies match the company’s
culture
6. Strategic Talent Management
o Selection, development, promotion,
and retention of people executed in
line with your organization’s current
and future business goals
7. Linking Human Resource
Systems Through Competencies
o Selection
o Performance Management
o Training/Development
o Succession Planning
o Coaching
o Organizational Alignment
8. What Are Competencies
o Behaviors that distinguish effective
performers from ineffective ones
n motives, traits, skills, abilities
o Competency model: a set of desired
behaviors for a particular job
o Two distinct groups
n job-specific competencies
n “people skills” competencies
9. COMPETENCY DEFINITION
o A cluster of related knowledge, skills,
and attitudes that affects a major
part of one’s job
o Correlates with performance on the
job
o Can be measured against standard
o Can be improved via training and
development
10. Well-Defined Competencies
o Customer Service – cultivates strategic
customer relationships ensuring that the
customer perspective is the driving force
behind all value-added business activities.
Maintains customer trust – listens and
responds with empathy to customer issues or
ideas
o Definition is thorough and specific and
describes key actions (behaviors) a person
would exhibit when effectively displaying this
competency
11. FOCUS ON BEHAVIOR
o What skills, knowledge, and characteristics
are required to do the job?
o What behaviors have the most direct
impact on performance and success on the
job?
o In selection systems, a competency model
ensures that all interviewers are looking for
the same set of abilities and characteristics
o For succession planning, competency
models ensure that decision-makers focus
on characteristics relevant to success
12. BEHAVIORAL LANGUAGE
o The best way to word competencies is
with behavioral language that
describes the things you can see or
hear being done
o Behavioral language is very concrete
o A behavior is an action that you can
observe, describe, and verify
13. The 12 Most Common
Competencies
o Communication
o Achievement
o Customer focus
o T eamwork
o Leadership
o Planning and organizing
14. The 12 Most Common
Competencies
o Commercial/business awareness
o Flexibility/adaptability
o Developing others
o Problem solving
o Analytical thinking
o Building relationships
15. “You can’t spend too much
time or effort on ‘hiring
smart.’ The alternative is to
manage tough, which is much
more time consuming.”
Gary Rogers, Chairman & CEO,
Dryer’s Grand Ice Cream
16. “Men judge more from
appearances than reality. All
men have eyes, but few have the
gift of penetration. Everyone
sees your exterior, but few can
discern what you have in your
heart”.
Machiavelli, The Prince, 1532
17. Hire for Attitude, Train For Skill
o What you know changes, who you
are doesn’t
o The best way to evaluate people is
to watch them work
o Identify competencies of your top
performers and hire people just like
them
o Assess for motivation and energy
18. Interviewer’s Self-Assessment
o A three minute exercise to evaluate
your individual skill at interviewing
for desired competencies
o Be honest in your answers: how you
really are today, not how you want
to be
19. Scoring the Self-Assessment
o If your score is between
n 65 and 75: you probably conduct
successful interviews
n 55 and 64: some strengths,
opportunities to improve
n below 55: Red Alert, opportunity for
significant improvement
n for all: focus on areas where score is 3
or less
20. 4 Questions
o What was your worst hire? Why?
o What was your best hire? Why?
o What are your favorite interview
questions?
o Do you have written job descriptions
based on past performance
capability?
21. What Are People Saying About
Your Company?
Employment Branding
o Creates an image that attracts people
to work for your company
o Builds the public’s image of the
company’s culture, work practices,
management style, and growth
opportunities
22. Branding Messages
o Company culture
o Management style
o Quality and spirit of employees
o Higher purpose of organization
o Benefits and work/life balance
o Learning and growth opportunities
o Great place to work?
23. Branding Sample
o Founded in 1946, RINA accountancy corporation (RINA) is one of the leading
independent accounting firms in Northern California and among the largest in the
Greater Bay Area. RINA is made up of approximately 70 Certified Public
Accountants, paraprofessionals and administrative assistants. We attribute the
growth of our practice to the talent and expertise of these people. Not simply
their technical competence, but their genuine concern for our clients' success.
o RINA’s MISSION
We provide a collaborative environment that fosters innovative solutions. Guided
by our resources and experience, our clients and our team members identify
their goals and achieve their maximum potential.
o RINA’s VISION
We will be the most respected regional accounting and consulting firm in
Northern California.
o RINA’s CORE VALUES
Integrity Entrepreneurial Spirit T eamwork Family
Open and Honest Communication Quality T rust Innovation
o RINA's PHILOSOPHY
At RINA, exceptional service is just the beginning. We are always searching for
new ways to add value, while maintaining the highest professional standards of
quality. Recognizing that business owners need more than just accounting
services, our stockholders have become trusted advisors to their clients. We are
there in good times and bad, both professionally and personally.
24. Attracting Candidates
o Write Outrageous Ads that are Fun,
Challenging, and Exciting
o Describe what Candidates will be
Doing and Becoming
o Implement Just-in-Time Hiring
o Stay Connected with Former
Employees
o Create Employee Referral Program
25. Attracting Top Talent
o Job security
o Financial security
o Education
o Staying healthy
o Work-life balance
o Quality of work relationships
26. Attracting Top Talent
o Stock options
o On-site child care
o Career development
o Partnership with organization
o Trust
27. On-Line Recruiting
o careermosaic.com
o intellimatch.com
o monster .com
o cweb.com
o careerpath.com
o jobnet.com
o jobweb.com
o jobtrak.com
o craigslist.org
28. Avoid Top 10 Hiring
Mistakes
o Playing the personality game
o Unrealistic job specifications
o A tiny candidate pool
o Evaluating in absolute terms
o T aking applicants at face value
29. Avoid Top 10 Hiring
Mistakes
o The “Just Like Me” bias
o Delegation problems
o Unstructured interviews
o Relying on hard data: Ignoring
emotional intelligence
o Political pressures
30. The Job Analysis
o What a person in that position has
to accomplish
o What a person should bring to the
party
o T asks that achieve the performance
objectives
o Specific, Measurable, Action
oriented, Result, Time-based
31. Accomplishment-Based
Job Description
o Job Title
o Relevance of the Position
o Major Responsibilities
o Critical Criteria
o Preferred Criteria
o Supervisor
32. Keys to a Successful
Interview
o A mix of job-specific and personal-
interpersonal performance-based
questions targeting desired
competencies
o “The single best predictor of future
behavior is a candidate’s past
behavior”
o Listen 80% of the time
o Emotional control
33. Pre-Interview Checklist-
preview
o Review the 9 steps
o Decide how many to include in your
company’s process
n the more you include, the less the risk of a
poor hiring decision down the road
o Make this process the only acceptable way
to prepare for an interview
n complete a pre-interview checklist in advance
34. Pre-Interview Checklist:
detail
o 1 Job Analysis- critical success factors
o 2 Job description targeting performance
objectives and competencies
o 3 Read candidate materials
o 4 Length of interview
o 5 Job-specific competencies questions
o 6 Personal-interpersonal competency questions
o 7 Problem behaviors
o 8 Work sample
o 9 Pre-employment tests
35. Interview Checklist
o Use job-specific performance-based
questions, prepared in advance
o Ask “people skills” competency
questions
o T ake notes
o Note personal and career
development areas
o Compile a final rating
37. Evaluating the Candidate:
the hiring decision
o All interviewers share their analysis
with the hiring manager
n Work-related competencies and
performance profiles
n other job related data
n “people skills” impressions
40. Learning Objectives
o Explain how a performance review
discussion can be used to increase
individual productivity, motivation, and
learning
o Align the performance evaluation process
with the firm’s mission, vision, and values
o Understand the key competencies
o Identify the core message employee should
remember after the conversation
o Practice coaching employees on future
desired performance focusing on strengths
41. PERFORMANCE EVALUATION
DEFINITION
Performance evaluation is the process
of evaluating a staff member’s
performance, considering future
goals, and addressing any training or
development needs.
42. PURPOSE OF PERFORMANCE
EVALUATION
o Feedback
o Promotion
o Performance improvement
o Coaching & mentoring
o Development/training
o Career advancement
43. A GREAT PERFORMANCE
EVALUATION SYSTEM
1. Performance Planning
2. Performance Execution
3. Performance Assessment
4. Performance Review
44. JOB ANALYSIS
o Essential goals and objectives upon
which performance will be evaluated
o Success-Factor definitions and
descriptions
o Describe performance in behavioral
terms
45. CORE COMPETENCIES
o Competencies are behaviors that
distinguish effective performers from
ineffective ones
o A competency model depicts a set of
desired behaviors for a particular job
position or level
o Job competencies are the specific skills,
knowledge, and abilities required to
accomplish any given task at work
o Competencies are key to culture change
46. EVALUATION FORMS
1. Cultural competencies
2. Job-specific competencies
3. Key job responsibilities
4. Goals and major projects
5. Summary of achievements to further
mission, vision, and values
47. EVALUATION FORMS
o Focus on behaviors and results
o Best-practice organizations evaluate
employees based on core
competencies
48. GOALS
o Emphasize results
o Measurable
o Challenging
o Linked to mission
o Mutually agreed upon
49. HOW DO YOU
MOTIVATE PEOPLE?
o Provide recognition of good performance
any time it’s encountered
o Enable employees to find meaning in
their work
o Create a compelling vision
o Provide interesting work
o Develop a collaborative and team-based
culture
50. GIVING FEEDBACK
o Learned and part of firm’s culture
o Everyone’s responsibility
o Balance positive and negative
feedback
o Focus on specific examples of
behavior
o Timely
o Contracting
51. CONVERSATION
STRATEGIES
o Be appropriately sociable
o Ask for employee’s self-appraisal first
o Present your evaluation
o Confirm employee’s understanding
o Discuss agreements and
disagreements
o Discuss goals and action plans
o Remove obstacles
52. EFFECTIVE
CONVERSATIONS
o Employee does most of the talking
o Intense effort to listen
o Problem solve
o Comments based on specific behavior
o Appreciative inquiry questions
55. COACHING
o Providing and clarifying direction
o Encouraging the development of
performance goals
o Giving feedback and listening
o Motivating
o Removing barriers and providing
resources
56. RECEIVING FEEDBACK
o Welcome feedback
o Proactive in seeking feedback
o Be open to change
o Listen to feedback from everyone
o Multi-rater 360-degree feedback
57. Emotional Intelligence is the
ability to…
o recognize our own feelings and those
of others, motivate ourselves, and
manage emotions well in ourselves
and in our interpersonal relationships
58. RESEARCH
o Up to 90% of the difference between
outstanding and average leaders is linked
to emotional intelligence. EQ is twice as
important as IQ and technical expertise
combined, and is four times as important in
overall success
o Research by the Center for Creative
Leadership found the primary cause of
derailment in executives involves deficits
in emotional competence
1. Change 2. T eamwork 3. Interpersonal
Relations
59. WHY DEVELOP
EMOTIONAL INTELIGENCE?
o More than 50% of employees lack the
motivation to keep learning and improving
o Four in 10 people cannot work
cooperatively
o 70% of all change initiatives fail because of
people issues – inability to lead, lack of
teamwork, unwillingness to take initiative,
and inability to deal with change
Hay Group
60. EQ vs. IQ
o EQ is the ability to bring people together
and motivate them
o EQ is the trust to build productive
relationships
o EQ is the resilience to perform under
pressure
o EQ is the courage to make decisions
o EQ is the strength to persevere through
adversity
61. EQ vs. IQ
o EQ is the vision to create the future
o EQ is a skill. Skills can be learned
o Employees in an emotionally
intelligent company empowered to
contribute fully
o Emotionally intelligent organization
creates innovative products &
services, and exceptional customer
loyalty
62. Five Competencies of Emotional
Intelligence at Work
o Self-Awareness-Ability to recognize
and understand your moods, emotions, and
drives, as well as their effect on others
o Self-Regulation-Ability to control
impulses and moods
o Motivation-Passion to pursue goals with
energy
o Empathy-Awareness of others’ feelings
o Social Skill-Proficiency in managing
relationships
63. The Peter Principle and EQ
o People are frequently promoted to
their level of incompetence
o Individuals are often promoted
because of their technical expertise,
when the needed skills are managing
people
o The technical expert can become a
poor boss
64. EQ OBSTACLES
o Fear
o Avoid Conflict and Challenge
o Negative Internal Dialogue
o Unrealistic Expectations
o Blaming Others
65. INTERPERSONAL SKILLS
o Focus on behavior
o Build self-esteem
o Solve problems collaboratively
o Listen actively
o Probe for understanding
o Positively reinforce desired behaviors
67. New Hire Orientation
Strategies for Success in the
First 100 Days
o Look for opportunities
o Leverage your strengths
o Contribute value
o Clarify your role and set goals
o Learn self-management skills
o Develop network of resources
o Be a team player
o Clearly communicate your professional
image
o Determine what success looks like
68. LOVE ‘EM OR LOSE ‘EM:
Retaining Talented Employees
o Retention Factors
o www.gallup.com/poll/managing/mana
ging.asp
69. Retention Factors
o 1. I know what is expected of me at
work
o 2. I have the materials and equipment I
need to do my work right
o 3. At work, I have the opportunity to do
what I do best everyday
o 4. In the last seven days, I have received
recognition or praise for good work
70. Retention Factors
o 5. My supervisor or the person I
report to seems to care about me
as a person
o 6. There is someone at work who
encourages my development
o 7. In the last six months, someone at
work has talked with me about my
progress
71. Retention Factors
o 8. At work, my opinions seem to
count
o 9. The mission/purpose of my
company makes me feel my job is
important
o 10. My fellow employees are
committed to doing quality work
72. Retention Factors
o 11. I have a best friend at work
o 12. The last year , I have had
opportunities to learn and grow
73. Retaining and Coaching
Top Talent
o Share a common vision
o Provide meaningful work
o Provide proper resources
o Get people involved in decision-making
o Provide support with managing change
o Coaching for career development
75. ACTION PLAN
o Identify 3 strengths
o Identify 3 growth areas
o Develop a plan to improve specific
skill.
o Move action forward with a coach
76. UNLEASHING OUR
POTENTIAL
“Our deepest fear is not that we are
inadequate. Our deepest fear is that
we are powerful beyond measure. It
is our light, not our darkness, that
frightens us. ”
Nelson Mandela
77. Handout Resources
o Workshop Agenda
o Interviewer’s Self-Assessment
o The Importance of The Selection
Interview
o Four T opics to Cover in a
Performance-Based Job Interview
78. Handout Resources
o Interview Styles
o Steps in the Interview Process
o “IT’S A FIT” Article
o T op T en Tips
o Questions Most Asked By
Interviewers
79. Handout Resources
o Personal/Interpersonal Competency
Questions
o Legal Guidelines for Personality T ests
o IT’S A FIT! Interviewing Guide
o Final Rating Sheet
o Hiring References
81. Dr. Maynard Brusman
Consulting Psychologist & Executive Coach
Working Resources
P .O. Box 471525 San Francisco, California 94147
T el: 415-546-1252
E-mail: mbrusman@workingresources.com
Web Site: http://www.workingresources.com
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