A presentation providing insight into some factors that allow for successful recruitment and retention. It is still important to hire the right candidates and to keep them!

1. Professional Training & Consulting Factors in Successful Recruitment & Retention

3. MS in Organizational Management & Behavior/HR Mgmt

4. MCT & MCAS

5. 15 years HR & Accounting Background

6. Services at ikuw Solutions

7. Technical Training

8. Professional Training

9. Web Development & Design

10. Human Resources & IT Consulting

11. Contact information:

13. Job Analysis & Position Profiles

14. Screening & Interviewing Techniques

22. Ensure he/she will start enthusiastically & settle down quicklyAlso referred to as the Orientation Process

23. Three Levels of Factors for Candidates

24. Level 3 traits tend to be highly stable. Your goal is to predict future performance by getting a deeper understanding of how someone has displayed level 3 qualities in the past. The Best Predictor of Future Behavior is Past Behavior!

25. Principles for Exploring Past Actions Best predictor of future performance = past performance in similar circumstances. More varied the situations for the behavior = more deeply-rooted the behavior is. Most recent incidents of the behavior =more predictive of future performance. Longevity of the behavior = more deeply-rooted behavior. People reveal past patterns of behavior most vividly where they’ve had greatest successes or setbacks. Look for patterns: Once = A Clue, Twice = A Pattern, More Than Twice = Well established characteristic.

26. Employee Replacement Costs Lost Productivity Recruiting Costs Screening Costs Interviewing Costs Testing Costs Evaluating Costs Training Costs Other Costs SHRM estimated that it costs $3,500.00 to replace one $8.00 per hour employee when all costs -- recruiting, interviewing, hiring, training, reduced productivity, et cetera, were considered. SHRM's estimate was the lowest of 17 nationally respected companies who calculate this cost! Other sources provide these estimates: It costs you 30-50% of the annual salary of entry-level employees, 150% of middle level employees, and up to 400% for specialized, high level employees! Do a quick calculation: Think of a job in your organization where there has been some turnover, perhaps supervisors. Estimate their annual average pay and the number of supervisors you lose annually. For example, if their average annual pay is $40,000, multiply this by .125% (or 125% of their annual pay, a reasonable cost estimate for supervisors). This means it costs $50,000 to replace just one supervisor. If this company loses ten supervisors a year, then 10 times $50,000 equals $500,000 in replacement costs for just supervisors. This is the bottom line cost. The top line cost? If the company's profit margin is 10%, then it costs $5,000,000 in revenues to replace these ten supervisors.

27. Employee Replacement Costs SHRM estimated $3,500 for an $8/hour EE Lowest of 17 national companies calculating this cost Cost YOU: 30-50% of Annual Salary for Entry-Level EE’s 150% of Annual Salary for Middle-Level EE’s up to 400% for High-Level or Specialized EE’s By Ross Blake, WebProNews, Breaking eNews & Search News - online

29. Job Analysis & Position Profiles Research is very conclusive that Managers who understand what a job involves do a much better job of hiring for that job & have a much lower rate of hiring error than those who run in at the last minute and begin the interviewing process.

30. Job Analysis & Position Profiles Understanding the job and what it involves the technical skills that job requires the performance skills the job requires Describing those skills in objective, behavioral terms

31. Job Descriptions There are 3 major components in a Job Description Purpose: Not what they do, but why they are there, the reason the job was created. Key Responsibilities: What you are paying them to accomplish. Typical Activities: Those things they are expected to do in order to accomplish these responsibilities.

32. Screening & Interviewing Candidates You may have many applicants for any advertised position You need a plan Have a Rating Chart to screen applicants Assist you in finding your “perfect fit” employee Have 3 stacks: “Meets Job Requirements” “Meets Most Job Requirements” “Does Not Meet Job Requirements” Reevaluate and Narrow down search “Meets Job Requirements” for an Interview Group

33. Questions for you, the audience… How much of the time should an interviewer speak during the interview? Do you think this is an example of a behavioral based question…Tell me about a time where you ….? What about these?

34. Interviewing Candidates Stick to the Job Requirements and how candidates match up with the position! The point of conducting an Interview is ???? Gather information about the candidates & find a good fit Ask the correct questions Listen to the answers and watch the responses (nonverbal) Ask the questions and LISTEN Interviewers should only talk 30% of the time!

35. Interviewing Candidates – Open vs. Closed Closed Questions: Simple questions answered with a Yes or No response. Open Questions: Encourage candidates to talk & phrased to not be Yes or No responses. Usually begin with one of the W’s (Who, What, Where, When, Why) or maybe with How. Allow for additional probing to the original answers given. Good to also paraphrase candidates response: “So if I understand you correctly….”

36. Behavioral Interviewing Model A structured interview that is created after a thorough analysis of the job skills needed for a successful job performance.

37. Behavioral Interviewing Goal of the Interview Process: To predict future job performance based on examples of previous specific behaviors. By relating a candidate’s answers to specific past experiences, you’ll develop much more reliable indicators of how the individual will most likely act in the future.

38. Behavioral Question Examples Tell me about a situation where you had to solve a specific type of problem. Tell me about a time where you had to make a difficult ethical decision. Can you recall an instance where you had to be the leader of a team? Can you describe one decision that you regret? What did you learn in the experience?

39. Achievement-Oriented Interviewing Achievement-Oriented questions should be linked to the candidates track record: Increasing revenues for sales Decreasing expenses for operations & staff positions (HR/Acctg) Assuming responsibilities beyond the written job description

40. Achievement-Oriented Interviewing Question Examples: How did you increase sales in your department and in what time period? How did you meet your productivity goals? I understand your department had very high technology expenses. How did you reduce those?

41. Holistic Interviewing Focus on gauging candidates’ understanding of how they fit into an overall corporate plan. Attempt to measure the whole person: the individual’s work patterns, goals and ability to see the big picture. Often broad and open-ended questions that are hard to be answered on the spot. STUMP EM’ These ensure spontaneity in response & successfully measure people’s broad perceptions of their self-worth, self-esteem and abilities to contribute to the firm.

42. Holistic Interviewing Examples of 5 effective Holistic Questions: What are the broad responsibilities of a (job title) & how does this contribute to the goals of the department and company? What aspects of your job do you consider crucial? In hindsight, how could you have improved your performance? How many hours a week do you need to work to get your job done? What areas of your skills do you want to improve upon in the next year?

43. Basic Outline for an Interview Rapport – make small talk The warm & fuzzy, but be careful what you say A little bit about the company A little bit about the position Discussion – Interviewee is answering structured questions Technical Performance Fit Closing More about the job and company What happens next – decision deadline, etc. Permission to check references Conclude and Be Quiet…no more questions!

44. Remember, the interviewer(s) should only be speaking 30% of the time, leaving 70% of the time to hear and watch the candidate.

45. Be Prepared! Simple things to remember when prepping: Arrange to hold interviews in a private room that’s comfortable and has sufficient light and heat. Offer a few simple courtesies, i.e. shaking hands, offering drinks, ask them to get comfortable. Avoid interruptions during the interview – show respect to the applicant. Place chairs in an optimal seating arrangement so they feel comfortable. First names only, if possible! Can use titles, but it may increase the stress level for applicants. Don’ ask additional interview questions after the interview has concluded. The process needs to be consistent for all! Set an agenda with a full list of structured questions & area to write responses and comments. Be careful what you write! Stick to JOB REQUIREMENTS comments ONLY!

46. Retention with Performance Appraisals (PA’s) When did they really become popular with organizations? Many companies are in “TO-IT” mode….meaning they are going to do PA’s when the “Get To It”! Why do PA’s? Studies have shown organizations that regularly do PA’s are generally more successful than organizations that do not conduct them.

47. Retention with Performance Appraisals (PA’s) Trends with PA’s: Appraisals are becoming more behavior-based and objective. Companies use them for many things besides administration. More concern with making appraisals legally defensible. AND…PA’s are sill not popular, very few managers look forward to doing them! You’re NOT ALONE!

48. Retention with Performance Appraisals (PA’s) Questions for you….the audience…. Why do employees need performance reviews? Why do managers/supervisors need performance appraisals? Why do organizations need performance appraisals? They are important to the company, employees and managers…. here’s why……

49. Retention with Performance Appraisals (PA’s) Why do EMPLOYEES need performance reviews? To know how supervisors see their performance. To know the objectives they are expected to reach. To receive help for developing their full potential. To have a formal communication link between themselves and management.

50. Retention with Performance Appraisals (PA’s) Why do MANAGERS/SUPERVISORS need performance reviews? To help identify promotable people. To identify training needs. To improve supervisor-employee relations. To give employees a long-term snapshot of their performance & fit with the department or organization. To discover ways to maintain and improve employee performance. AND…..it’s likely in YOUR job description! 

51. Retention with Performance Appraisals (PA’s) Why do ORGANIZATIONS need performance reviews? To provide a basis for administrative and organizational decisions. For human resource planning & replacement/succession planning. To increase employee attachment (loyalty) to the organization. To provide a foundation for organizational diagnosis and change.

52. The 4 Tendencies in PA’s and in Interviewing Candidates: Leniency or Stringency Tendency to rate too high or too low Halo/Horn Effect Attractive candidates are viewed more favorably, etc. Error of Central Tendency Tendency to give average marks to most or all so as to not go out on a limb and make a mistake. Stereotyping Any type of stereotype against a person: A male who applies for a predominately female position has to be amazing to even stand a chance! Similarly, a female would have to be twice as good as most males to get a job in a male-dominated position.

53. Setting Goals in the Performance Management Process Give regular and consistent feedback to each of your employees. Employees should not find out they are not cutting the mustard at their annual review! Setting Goals in the Performance Management Process

54. Evaluating Based on SMART Goals S=Specific – the “bring me a rock” theory M=Measurable – Putting a value to the goal is imperative to be able to measure it. A=Attainable/Achievable – Don’t set them up for failure. R=Relevant – Goals need to be pertinent to the position, department and the company. T=Timed – Deadlines are great!

55. The Power of Setting Goals Utilize the 3 P’s Put goals in writing Express goals Positively (vs. negatively) Make the goals Personal (let them have buy-in) 5% of people set goals, another 10% think about them and the remainder never consider goals. Yet, the 5% who set goals, nearly always achieve what they want!

57. Job Analysis & Position Profiles

58. Screening & Interviewing Techniques