Download to read offline
More Related Content
Similar to Hcn training profiling 11-11-11
Hcn training profiling 11-11-11
- 1.
- 2. What we’ll coverGoal of the call Preparation Profiling steps
- 3. Profiling the JobInterviewing the hiring manager Learning the specifics of the position Profile Job Develop Job Plan Identify Candidates Interview Online & Document Review and Adjust Interview & Make Decisions
- 4. Goal of theprofile To extract all the relevant information about the job in order to develop a great job plan. A good profile good job plan filled job A bad profile bad job plan unfilled job
- 5. Initial job assignmentBefore the profile, you should receive the following information from the client management team: Job title Company name Company description Job description Hiring Mgr details Checklist
- 6. Preparation for ProfileCall Check the company tab for engagement details Has this HM run jobs with us before? Review similar jobs Review company website Review HM LinkedIn profile Talk to CE/CPM about company culture and HM attributes First job with HM or company Review unfamiliar terms Put yourself in the candidate’s shoes
- 7. Profiling steps Setthe stage Get the basic data Define the role Define success Define the knowledge, skills and abilities Reach the right person Define the selling points Set expectations
- 8. 1. Setting thestage Conduct a 20 - 30 minute profile Develop the job plan Submit plan for their approval Launch the job and source candidates Manage all the candidates Conduct phone screens Recommend candidates to the hiring manager Coordinate interviews Facilitate the negotiation and close Tell the HM that you will: HM HC
- 9. If the HMis new to Accolo Points to emphasize: Make the HM’s job easier Their participation is key to success Manage the entire recruiting process Happy to manage candidates from other sources Only launch when the HM is ready Support is 60 days after the job goes live HM
- 10. 2. Getting thebasic data Identify the basic job information: Salary Range Relocation Visa sponsorship Location Travel How long have you been looking for this person? What methods have you used? Is this a new position or are you replacing someone?
- 11. 3. Defining therole Understand what the job entails and what the candidate will be doing: What pain will the new hire alleviate? Will this person manage anyone? With whom will this person work or report to? What is the core function of this job? What projects will this person own from day one?
- 12. 4. Defining successDetermine what would define success in the job: How will you measure success at the 1, 3, 6 and 12 month marks? What have others in this role achieved or completed? What questions would you ask of all candidates? What measurable achievements, quotas or projects will they have completed?
- 13. 5. Defining knowledge,skills and abilities What knowledge, skills and abilities are required: Nice-to-have? Wish list? Undesirable attributes? Must have? K S A
- 14. 6. Reaching theright person Where to look to find the right people: Where have you found successful employees in the past? What role is this person likely to be in right now? Who is likely to interact with this person on a daily basis? What competitors, partners or vendors would you want us to target?
- 15. 7. Defining theselling points What’s in it for the candidate? Don’t be satisfied with vague answers Why would the perfect candidate want the job? Why would a candidate leave a job where they are successful? ?
- 16. 8. Setting expectationsRecruitment plan will be completed within 3 business days Set a meeting to review the plan You need their approval to launch Set expectations for cycle time – 60 days How is the HM easiest to reach? Set a weekly meeting They will receive a survey at the end – we want 10s!
- 17.
- 18. Review questions Whatshould you do before the profile call? How long should a profile typically take? Why is the information gathered in the profile so important? What are some things to highlight when setting the stage? How long should you tell the HM that the job plan will take?
Editor's Notes
- #4 Profiling the job is one of the most crucial steps in the process. A good profile will enable you to create an effective Job Plan. Profiling is a 20 to 30 minute conversation with the Hiring Manager (HM) to gather the essence of the job. We focus on 5 primary data points: What needs to be done by when? How quantitatively will you measure the person’s success? What are the unique skills, abilities and characteristics of a top performer? Why would the right candidate want the job? Service delivery expectations and communication plan, based on the HM’s preferences
- #5 The goal of the profile call is to walk away with enough information to be able to make the hiring decision yourself.
- #7 Briefly explain the job assignment process and that the CM/CE will send them all of the details they have from the client
- #8 Setting the stage - Outlining the Accolo process and what to expect Getting the basic data - Determining the basic job information Defining the role - Identifying the core function of the job - the pain point to be solved Defining success - How the person’s success will be measured Defining the talents, knowledge, skills and abilities necessary - Determining the required skills for the job Reaching the right person - Where to look to find the right person Defining the selling points - What’s in it for the perfect candidate? Setting expectations - How the HM would like us to manage the process
- #9 Set the stage. This is where you will briefly explain the purpose of the profile call and the purpose of the questions you will be asking. You should let the hiring manager know that you will: - conduct a 20 to 30 minute profile - develop the job plan and submit it for their approval - launch the job and source candidates - manage all the candidates - conduct phone screens - recommend candidates to the hiring manager - coordinate interviews and facilitate the negotiation and close You should also let the hiring manager know that that you will be their point of contact throughout the process.
- #10 If the hiring manager is new to Accolo you’ll want to let them know more about what we do. - Explain that we’re here to make the hiring manager’s job easier - We are paid to manage the recruiting process. We are not paid on a contingency basis - We are quite happy to manage candidates from other sources - We will only launch a job when the hiring manager is ready to interview candidates - Our active support period is 60 days after the job goes live, and that - Our guarantee is that we will provide 7 qualified candidates through the console within 30 days. (When a hire has not yet been made on a NON-BLOCK client we still continue to support the job and charge an extension fee if the guarantee has been met unless the client company decides to close it down. If we close and re-launch we are falsely stating our metrics.)
- #11 Get the basic data for the job. This would include questions related to salary range, relocation, visa sponsorship, and educational requirements as well as questions such as: - How long have you been looking for this person? - What methods have you used? - Is this a new position or are you replacing someone? And remember to make sure that when you ask questions you ask in a conversational and friendly manner - don’t just fire off a list of questions to the HM Guarantee: 7 qualified candidates in 30 days (in the console). Qualifications: The job must not have been open more than 30 days, we must have had access to the HM (if no contact for 21+ days then not qualified). We legally cannot ask questions that address: Age, Gender, Sexual orientation, Ethnic origins, Children (or lack of), Marital status, Minority/diversity
- #12 Next we dig a little deeper and ask the hiring manager to start defining the job role. You would ask questions such as: - What is the core function or mission of this job? - What pain will the new hire alleviate? - What project or projects will this person own from day one? - With whom will this person work or report to? - Will this person manage anyone? Questions like these help you to understand exactly what the role will entail.
- #13 How success is defined gives you a good understanding of the type of person you’ll be looking for as well as fleshing out the job requirements. You’ll ask the hiring manager questions such as: - How will you measure success at the 1, 3, 6 and 12 month marks? - What measurable achievements, quotas or projects will they have completed? - What have others in this role achieved or completed? and - What questions would you ask of all candidates, either in a phone screen or first round interview? These questions further define the position and help you understand what a successful candidate might look like.
- #14 Determining what skills and abilities are required. What are the “must-haves” skills or experiences to be successful? Why are they a must? What function will each skill or experience allow the candidate to perform? How does the HM define high/med/low for each of these skills or experiences? What are the “nice-to-haves”? What specific project or function will these skills or experiences allow them to complete better or faster? How does the HM define high/med/low for each of these skills or experiences? What’s on the “wish list”? How will these unique attributes help the candidate excel over others in the role? Specific skills Presentation skills, written communications, software packages, tools, processes How do you know someone has the talent to do this job? What are the key markers you have seen in the past that may highlight an innate talent for the role?
- #15 As well as learning about the job requirements it’s a good idea to ask the hiring manager how you might reach the right person for the job. Questions such as: - Where have you found successful employees in the past? - What role is this person likely to be in right now? - Who is likely to interact with this person on a daily basis? - What competitors, partners or vendors would you want us to target? And a great question to ask is “What would make someone the wrong candidate?” – knowing what the hiring manager doesn’t want will help you further define the candidate you’re looking for.
- #16 An Accolo job plan is a marketing piece for the job. The first section of the job plan needs to sell the job to the candidate. You need to ask the hiring manager what’s in it for the candidate – Why would the perfect candidate want the job – what makes it so attractive? - Why would a candidate leave a job where they are successful, happy and well-compensated? And don’t be satisfied with vague answers like “excellent growth potential” or “great culture.” Always dig deeper and get the specifics – why is there growth potential? – why is it such a great culture? Defining the selling points of the job is a critical part of the profile call.
- #17 How would the HM like for us to manage the process? Accolo phone screen, rank and present? HM phone screens and ranks, and then asks Accolo to coordinate? What volume does the HM wish to see? Top 3, top 30? How is the HM easiest to reach? Phone, email or in-person? When is the HM ready to start interviewing? Are there some tentative times he/she would like to block out for interviews? Set a date, within 72 hours, to review/approve the plan Once launched, review candidate flow with HM after 48-72 hours An on-going communication schedule should be set and confirmed Set expectations for cycle time sourcing, interviewing, offer, acceptance – 60 day total When you review the plan with the HM - set up a meeting to review the HM console. Mention 60 days of supports if HM is not ready to start interviewing. Mention that we have a HM satisfaction survey they need to fill out after the job is closed.