The focus of the presentation is that employee engagement begins with an understanding of your corporate identity and hiring people who are a good match for your business. You need to determine the “shape” of your business and ways to attract, hire and retain employees that fit. No more square pegs in round holes.

1. Hire, Train,Terminate:
Breaking the Cycle

2. • Assess your organization
• Find the right match
• Retain good employees
AGENDA

3. When it comes to hiring, don’t try to fit a square peg in a round hole.
HIRING IS A MATCHING PROCESS

4. WHAT SHAPE ARE YOU?
• What is the organization’s mission, purpose or objectives?
• What are the organization’s core values?
• What are your customer’s needs and expectations?
• How does your company fulfill your client’s needs?
• What skills and competencies do your employees require?
• What are your employee’s needs and expectations?

5. WHAT SHAPE ARE YOU?
• How can your company accommodate the needs of your
employees?
• What will inspire your employees do their best each day?
• Does your business have other stakeholders that need to be
considered?
• How will those stakeholders needs be met?
• Is your business sustainable?

6. MISSION
Small business owners are competitively disadvantaged in providing HR
services to their employees. Over the years, the regulatory and administrative
burden has increased dramatically to the point where business owners have
few options.
Marathon HR’s mission is to help these business owners become more
successful by taking the administrative and compliance burden off their plate.
VALUES
Service
Ownership
Accountability
Responsibility
MARATHON’S MISSION & VALUES

7. APPLE COMPUTER
CHANGING MISSIONS
To make a contribution to the world by
making tools for the mind that advance
humankind.
"Apple designs Macs, the best personal
computers in the world, along with OS
X, iLife, iWork and professional
software. Apple leads the digital music
revolution with its iPods and iTunes
online store. Apple has reinvented the
mobile phone with its
revolutionary iPhone and App store,
and is defining the future of mobile
media and computing devices with
iPad."
Original Current

8. COMMUNICATING VALUES

9. COMMUNICATING VALUES

10. • The value of job descriptions
• Culture versus skills
• Interviewing effectiveness
FINDING THE RIGHT FIT

11. • Provide a clear picture of the job to applicants
• Hold current employee’s accountable
• Help supervisors coach employees
• Identify and document the essential functions of the
job including physical requirements of the job
• Ensure legal compliance for FLSA, Title VII, etc.
THE VALUE OF JOB DESCRIPTIONS

12. CULTURE VERSUS SKILLS
CULTURE
SKILLS
StrongWeak
Models
Doesn’t Model

13. • Non-discriminatory questions
• Chronological In-Depth Structured (CIDS)
interviewing
• Behavioral based questions based on the job
description and company culture
• Reference checks
INTERVIEWING EFFECTIVENESS

14. NON-DISCRIMINATORY QUESTIONS
Don’t ask: Instead, ask:

15. CIDS INTERVIEWING
• Covers each of the applicant’s past positions starting
with the first full time position
• Focused on the job role’s skill and competency
requirements
• Structured interviews for each employee role
• Consistent from employee to employee and prospect
to prospect

16. Competency - Customer Focus
• If you were to arrange confidential reference calls with some
of your major clients, what would they generally agree are
your strengths and areas for improvement?
• Relate an example of your partnering with a client, helping the
client to achieve its goals and financial results.
• Give examples of your going beyond what was normally
expected to enhance your employer’s reputation or image.
• Describe your methods of diagnosing client needs.
• What is your “track record” in retaining clients?
• Tell me about the most frustrated or disappointed client you
have had in recent years.
BEHAVIORAL BASED QUESTIONS

17. Competency - Accountability
• Tell me about the performance management system you now
use.
• How effective have been your methods for following up on
delegated assignments?
• Tell me about accountability. What happens when people fail
to perform?
• What do you say or do when someone reporting to you has
made a significant (serious, costly) mistake?
• Cite examples of your giving negative feedback to someone
BEHAVIORAL BASED QUESTIONS

18. Competency – Responsibility
• How responsible are you?
• When was the last time you missed a significant deadline?
What did you try to do to prevent it?
• Are you better at juggling a number of priorities or projects
simultaneously, or attacking a few projects, one at a time?
• Everyone procrastinates at times. What are the kinds of things
that you procrastinate on?
• How would you describe your work habits?
• If I were to talk with co-workers you have had during the past
several years, how would they describe your strengths and
weak points with respect to personal organization,
communications, attention to detail, and planning?
BEHAVIORAL BASED QUESTIONS

19. WHAT IS EMPLOYEE ENGAGEMENT?
 Employee engagement is the relationship between an organization and
its employee.
 79% of businesses are worried about engagement.
 13% of workers are “engaged.”

20. LET’S PLAY A GAME
1. Go to Kahoot.it on your smartphone
2. Wait for me to go to getkahoot.com, login and start a game.
3. Enter the game code
4. Enter a username
Strongly Disagree Disagree
Strongly AgreeAgree

21. 1. Know What is Expected
2. Materials and Equipment
3. The Opportunity To Do What I Do Best
4. Recognition and Praise
5. Someone at Work Cares About Me as a Person
6. Someone at Work Encourages My Development
12 ELEMENTS OF GREAT MANAGING

22. 7. My Opinion Seems to Count
8. A Connection with the Mission of the Company
9. Coworkers Committed To Doing Quality Work
10. A Best Friend at Work
11.Talking About Progress
12.Opportunities to Learn and Grow
12 ELEMENTS OF GREAT MANAGING

23. • Do you have a mission statement? Values statement?
• Do you have an organization chart and job descriptions?
• When were they last updated?
• Do you have a well-defined, documented interview process
that screens effectively?
• Do you continuously interview?
• How do you rate on the elements of great managers?
• Have you asked your employees what they value?
• When you get employee feedback, do you act on it?
• How often do you ask for employee feedback?
QUESTIONS TO ASK YOURSELF

25. 12: The Elements of Great Managing – November 1, 2006
by Rodd Wagner and James Harter
Topgrading (How To Hire, Coach and Keep A Players)
By Brad and Goeff Smart

26. • Describe a situation in which you were able to use persuasion to
successfully convince someone to see things your way.
• Describe a time when you were faced with a stressful situation that
demonstrated your coping skills.
• Give me a specific example of a time when you used good judgment and
logic in solving a problem.
• Give me an example of a time when you set a goal and were able to meet
or achieve it.
• Tell me about a time when you had to use your presentation skills to
influence someone’s opinion.
• Give me a specific example of a time when you had to conform to a policy
with which you did not agree.
• Please discuss an important written document you were required to
complete.
BEHAVIORAL BASED QUESTIONS

27. • Tell me about a time when you had to go above and beyond the call of duty
in order to get a job done.
• Tell me about a time when you had too many things to do and you were
required to prioritize your tasks.
• Give me an example of a time when you had to make a split second
decision.
• What is your typical way of dealing with conflict? Give me an example.
• Tell me about a time you were able to successfully deal with another
person even when that individual may not have personally liked you (or vice
versa).
• Tell me about a difficult decision you’ve made in the last year.
BEHAVIORAL BASED QUESTIONS