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![Identify hiring criteria
Eliminate “culture fit” from your vocabulary
What will you ask to determine if the candidates is
skilled at [problem solving]
How do we know if the candidate nails the question?
At what level will we hire?
Compare answers to the standards you have set before the interview
?
What was the most difficult problem you have faced as a
project manager?
When you led the software migration at your last job,
what challenges did you face?
How long did the migration take? What was the initial
timeline? Howe many system users? How did you prevent
the problem from happening again….](https://image.slidesharecdn.com/hiringmanagersandinterviewshudsonmrc2017-171026184834/75/Hiring-Managers-And-Interviewing-Training-for-Recruiters-25-2048.jpg)
![How to build interviewing confidence
limited time to collect a lot of data
behavioral situational
probe competencies Behavioral + situational | skills + competenices
tell me about a time
you grew revenue for a
struggling product
Take a look at this
marketing plan. How
would you improve it to
grow revenue?
What was the product?
What was the revenue
before? After? How
long did it take to
achieve growth….
[innovation]
what new marketing
tactics did you try?
How did you convince
leadership to invest…](https://image.slidesharecdn.com/hiringmanagersandinterviewshudsonmrc2017-171026184834/75/Hiring-Managers-And-Interviewing-Training-for-Recruiters-26-2048.jpg)
Uploaded byTim Sackett, SPHR, SCP
Hiring Managers And Interviewing - Training for Recruiters
This document summarizes a presentation given by Carmen Hudson on talent advising and coaching hiring managers. The presentation covers diagnosing different types of hiring managers, including new, hesitant, jaded, or poor interviewers. It emphasizes that as talent advisors, recruiters must partner with and hold hiring managers accountable, while coaching them on using data, setting expectations, aligning on strategy, and upholding standards for candidate experience and feedback. The overall goal is for recruiters to act as experts who can influence and improve hiring outcomes through thoughtful guidance of those doing the hiring.
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Hiring Managers And Interviewing - Training for Recruiters
- 1. Michigan Recruiters Conference 1@peopleshark Hiring managersand interviewing “Talent advise” your way to better outcomes Carmen Hudson | principal consultant | recruiting toolbox
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- 3. Michigan Recruiters Conference 3@peopleshark Who isthis chick? Made in Detroit Principal Consultant Recruiting toolbox yahoo Talent42 Co-Founder starbucks recruiterhunt Founder microsoft Seattle youthcare Board of Directors amazon
- 4. Michigan Recruiters Conference 4@peopleshark Who isthis chick? www.recruitingtoolbox.com
- 5. Michigan Recruiters Conference 5@peopleshark Who isthis chick? www.recruiterhunt.com
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- 7. Michigan Recruiters Conference 7@peopleshark The barista Imake it look easy. Until it’s hard. Sourcing isn’t mything Every candidate is in the ATS, amiright? Whyshould I interview candidates? I don’t know what they’ll be doing anyway Double tall skinnyreq I take orders all day Hr who? Disconnected from talent strategy Hiring managers are scary No need to meet with ’em, if I can avoid it I have no point of view You want a strawberry cappuccino with pumpkin spice foam? No skin off my back
- 8. Michigan Recruiters Conference 8@peopleshark Hair onfire “Sure, let’s just start over on this one” A recruiter’s favorite words “you asked thatduring the interview?? You’d be surprised Some of myreqs have birthdays Always a candidate, never a hire Whywon’ttheysendmefeedback? In whiney voice What’s candidate experience? Talk to the hand I’mprettysuretheyselectedthe wrongcandidate Just how was that decision made?
- 9. Michigan Recruiters Conference 9@peopleshark I gotthis I talent advise the #$^&* outta this “Not on mywatch” 12-person interview teams? Nope. Illegal questions. Won’t happen. If you want it put a date on it Every project has a target end date. I know mycapacityand manage to it I only agree to realistic strategies and timelines Always prepared Research and data are my friends Hiring managers call me for hr advice Took some time, but they view me as an expert I’m like “this” with HR & Leadership I partner with the folks who can help me avoid big mistakes
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- 11. what talent advisorsdo Recruiting is a calling, talent advising is philosophy partner Coach and influence prepare alignment measure Leverage data teach strategize lead Project manage Secret sauce
- 12. After training 1.800+managers and interviewers Hiring managers want to know Hiring managers are often as nervous as the candidates and don’t know how to follow up or probe for deeper answers What should I ask to fill the time? 1 Managers want to make sure new employees can perform in the environment, but are unsure about how to go about it How do I interview for “culture fit”? 2 Hiring managers are often confused at the end of an interview because interviews lack depth How do I tell if someone is faking? 3 Interviewers are uncertain about how to manage time during interviews How do I stop someone who talks too much? 4 Managers appreciate a refresher about your process, .their role and where they can find help Managers often don’t know the process 5 Interviewers are often uncertain about the decision criteria, and the hiring bar I like everyone I interview. How can I decide? 6
- 13. Your org’s talentphilosophy? your hiring managers? Are you aligned? What is your (interviewing) philosophy? Is recruiting a ”service” or does it require partnership? Who ”owns” recruiting? Do hiring managers get the final say? Leaders? HR? Is consensus important? Who approves offers? How are decisions made? Is nepotism OK? How do politics play out? What happens if some is observed acting unethically? Do we hire the boss’ nephew? How seriously do managers and interviewers take interviewing? Is it viewed as a skill? What are the consequences of not following the process? Do we adhere to the process? SLA? Are all interviewers committed to protecting the employer brand? How important is candidate experience? Do you compare the candidate to criteria, or do you wait to compare candidates to each other? Do you wait in order to hire the best talent, or hire the best of what’s available? Assess against the job or other candidates?
- 14. Do your homework It’sthe secret to life Lastly, create an initial plan. Select interviewers and assign topic areas. How will you sell the position to top candidates? How will you overcome competitive challenges? 3 2 Research the external talent market: salary, competitive insights, candidate experience 1 Before you meet with the manager, research internal data: estimated timeline, conversion data, sourcing ROI External Salary Range: $62,117 - $118,152 What Candidates Want Our Narrative Motivation 1 Narrative 1 External Median Salary: $ 88,427 Motivation 2 Narrative 2 Motivation 3 Narrative 3 Timeline Steps Days (avg) Days (expected) More external salary information for this role: Click Here Strategy Meeting 5 5 Sourcing 15 14 Screens 8 5 Internal Salary Range: $71,000 - $105,000 Interviews 12 8 Offer 5 3 Internal Median Salary: $ 82,500 TOTAL 45 35 Top 3 Target Companies: Company 1, Company 2, Company 3 Best Interviewers Focus Areas Recr Screens 30 Name 1 Technical Skills and Motivation Why We Hire From These Companies: Name 2 Skills 1 and 2, Attributes 1 and 2 Company 1 Reasons Name 3 Skills 3 and 4, Attributes 3 and 4 HM Phone 20 Company 2 Reasons Name 4 All Attributes Company 3 Reasons Name 5 Motivation, Job Fit, Closing HM Onsite 15 Recent Hires From These Companies: Person 1, Person 2 Offers Made 10 Recent Departures For These Companies: Person 1 (Company) , Person 2 Hires 8 Titles at These Companies: Title 1, Title 2, Title 3, Title 4, Title 5 Glassdoor Recommend to a Friend: 67% Historical Challenges Our Plan to Overcome Challenges? Compensation Glassdoor CEO Approval: 82% Bad Process HM Availability Glassdoor Rating: 3.5 out of 5 Misalignment Diversity Our internal candidate survey scores: X out of Y Top Complaints/Concerns from Candidates: Complaint 1 Complaint 2 Complaint 3 Timeline / Expectations for Filling This Role Conversion - How Much Work Will It Take to Fill This Role? Historical Source of Hire for This Role INTERNAL DATA TALENT ADVISOR CONVERSATION TOOL SOFTWARE DEVELOPER IN SEATTLE Salary Insights (from Payscale.com and internal HR data) Competition Insights Our Candidate Experience Selling Candidates for This Role EXTERNAL COMPARISON DATA PLANS Interviewing Candidates for This Role Biggest Challenges We Will Likely Face 5 15 8 12 5 Strategy Meeting Sourcing Recruiter Screen Interviews Offer 0 2 4 6 8 10 12 Search Firm Internal Job Boards Direct Contact Emp Referral
- 15. Get aligned Use thestrategy meeting to agree on hiring criteria, timeline & approach Diagram the job External researchJob description Data Warehouse Developer Data Modeling Conceptual, logical, physical models ETL – Extract, Transform, Load Data sources include XML, relational databases, flat files or non relational Oracle Data Integrator IBM Datastage MSFT SSIS Informatica BI Integration SQL Databases Scripting Language Ruby, Python, PHP, Perl, Javascript
- 16. Get aligned Use thestrategy meeting to agree on hiring criteria, timeline & approach Data Warehouse Developer Data Modeling Conceptual, logical, physical models ETL – Extract, Transform, Load Data sources include XML, relational databases, flat files or non relational Oracle Data Integrator IBM Datastage MSFT SSIS Informatica BI Integration SQL Databases Scripting Language Ruby, Python, PHP, Perl, Javascript
- 17. use data To educateand influence hiring managers about the market BLS.gov LinkedIn Topics Payscale.com GlossaryTech Dice Tech Skills Map Glassdoor The Official Board Connect.data.com
- 18. set expectations Agree tostrategy, set timelines and communicate consequences Unsuccessful hiring managersSuccessful hiring managers Engaged, responsive, partnership Frustrated, passive, bystander, critical Weak interviewer, hires for short-termHigh bar, assesses talent, thinks long-term “not myjob”Activelysources & markets positions Unresponsive, unprepared, indecisive, waitsResponsive, fast, prepared, decisive Unrealistic, “I’ll know it when I see it”Realistic, articulates needs, makes good tradeoffs Does not sell, not involvedPersonallyinvolved in closing candidates Lacks respect for recruiter, skirts processTreats recruiter with respect, partner
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- 20. Meet the hiringmanagers Remember, you are the expert New manager Unbridled “enthusiasm” Hesitant indecisive Experienced manager Jaded Closed Anchored in the past Poor interviewer Indecisive Craves “consistency” Lacks confidence Under pressure Unresponsive/slow fear-based decisions Desperation hires
- 21. Michigan Recruiters Conference 21@peopleshark what talentadvisors do Recruiting is a calling, talent advising is philosophy Partner & hold accountable Coach and influence prepare alignment Measure & communicate Leverage data teach strategize lead Project manage Secret sauce
- 22. non negotiables Embed thesein your process Prepped interview team A small team of well-trained decision makers should be assigned focus areas and prepped on expectations Candidate experience A deep commitment to the candidate experience must be upheld by all involved Articulated profile/standards The interview should be rooted in well-articulated skills and competencies, and standards for nailing or failing the interview Feedback/debrief Interviewing is a privilege and comes with the responsibility to share what you learned with the team
- 23. Communicating up Use everywritten communication to influence Decision follow up Interview debriefs Weekly recruiting update Ongoing. Pipeline. Interviews. Offers. No shows/challenges. Share relevant articles Ghost write referral emails, prep emails and decision emails for your hiring manager if it will help Work with your interview team to create a customized phone screen and interview guides Be a ghost writer Strategy meeting and email follow up 2-week check-in Interview team prep
- 24. Interviewing rigorously Get A360° picture Behavioral Competencies – how does the candidate react in situations or environments like yours?3 2 Past Achievements – to what extent has the candidate performed, at what level, scope and scale. Can he or she perform similarly in this environment? 1 Past Experience – what has the candidate done, what expertise does he or she have, what tools and technology were used Motivation – is the candidate excited by this job, in this environment? Is it a good match for his or her level and ambition? 4
- 25. Identify hiring criteria Eliminate“culture fit” from your vocabulary What will you ask to determine if the candidates is skilled at [problem solving] How do we know if the candidate nails the question? At what level will we hire? Compare answers to the standards you have set before the interview ? What was the most difficult problem you have faced as a project manager? When you led the software migration at your last job, what challenges did you face? How long did the migration take? What was the initial timeline? Howe many system users? How did you prevent the problem from happening again….
- 26. How to buildinterviewing confidence limited time to collect a lot of data behavioral situational probe competencies Behavioral + situational | skills + competenices tell me about a time you grew revenue for a struggling product Take a look at this marketing plan. How would you improve it to grow revenue? What was the product? What was the revenue before? After? How long did it take to achieve growth…. [innovation] what new marketing tactics did you try? How did you convince leadership to invest…
- 27. Legal bingo Brown bagexercise What’s your favorite book? Are you able to travel 3 days out of the month? Did you receive an honorable discharge? Where did you grow up? How long was your commute?
- 28. debrief meeting The keyto a talent focused organization Ensure that everyone – including less experienced team members – gives feedback Everyone shares Continuously discuss hiring standards and emphasize the importance of keeping the bar high set criteria Use the debrief to course correct, identify good interviewers Observe and coach Encourage interviewers to share great questions, make solid decisions Build confidence
- 29. Hiring manager whisperer Thesecret sauce
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- 31. Michigan Recruiters Conference 31@peopleshark Thank youStayin touch with us! facebook.com/recruitingtoolbox Linkedin.com/carmenhudson carmen@recruitingtoolbox.comtwitter.com/peopleshark
- 32. Talent advising External Salary Range: $62,117 - $118,152What Candidates Want Our Narrative Motivation 1 Narrative 1 External Median Salary: $ 88,427 Motivation 2 Narrative 2 Motivation 3 Narrative 3 Timeline Steps Days (avg) Days (expected) More external salary information for this role: Click Here Strategy Meeting 5 5 Sourcing 15 14 Screens 8 5 Internal Salary Range: $71,000 - $105,000 Interviews 12 8 Offer 5 3 Internal Median Salary: $ 82,500 TOTAL 45 35 Top 3 Target Companies: Company 1, Company 2, Company 3 Best Interviewers Focus Areas Recr Screens 30 Name 1 Technical Skills and Motivation Why We Hire From These Companies: Name 2 Skills 1 and 2, Attributes 1 and 2 Company 1 Reasons Name 3 Skills 3 and 4, Attributes 3 and 4 HM Phone 20 Company 2 Reasons Name 4 All Attributes Company 3 Reasons Name 5 Motivation, Job Fit, Closing HM Onsite 15 Recent Hires From These Companies: Person 1, Person 2 Offers Made 10 Recent Departures For These Companies: Person 1 (Company) , Person 2 Hires 8 Titles at These Companies: Title 1, Title 2, Title 3, Title 4, Title 5 Glassdoor Recommend to a Friend: 67% Historical Challenges Our Plan to Overcome Challenges? Compensation Glassdoor CEO Approval: 82% Bad Process HM Availability Glassdoor Rating: 3.5 out of 5 Misalignment Diversity Our internal candidate survey scores: X out of Y Top Complaints/Concerns from Candidates: Complaint 1 Complaint 2 Complaint 3 Timeline / Expectations for Filling This Role Conversion - How Much Work Will It Take to Fill This Role? Historical Source of Hire for This Role INTERNAL DATA TALENT ADVISOR CONVERSATION TOOL SOFTWARE DEVELOPER IN SEATTLE Salary Insights (from Payscale.com and internal HR data) Competition Insights Our Candidate Experience Selling Candidates for This Role EXTERNAL COMPARISON DATA PLANS Interviewing Candidates for This Role Biggest Challenges We Will Likely Face 5 15 8 12 5 Strategy Meeting Sourcing Recruiter Screen Interviews Offer 0 2 4 6 8 10 12 Search Firm Internal Job Boards Direct Contact Emp Referral