Not sure if you are getting the most out of your interview? Do you wonder if you are asking the most appropriate questions? This interview training presentation will help! Decrease turnover, take less time to fill a position, and avoid making any mistakes.
How Hiring Managers Can Interview Like a ProReuben Rail
How to Interview as a Manager - often times during interviews the hiring manager or supervisor only considers how the person applying should act, and not how they themselves should come across.
This simple presentation offers steps and advice on how Hiring Managers can best conduct themselves so they can make a great first impression on all interviewees, and attract the best talent.
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
Created during HRCU 646 Training and Development at Brandman University, this presentation is the visual portion of a half- to full-day introductory training on hiring and selection.
The accompanying transcript/presenter script can be found at: http://bit.ly/1ApW63x.
Follow-up "simulation" activity can be found at: http://bit.ly/HRCU646-Sim.
Authors:
Justin Orton
Gloria Rayo
Saralyn Smith
Not sure if you are getting the most out of your interview? Do you wonder if you are asking the most appropriate questions? This interview training presentation will help! Decrease turnover, take less time to fill a position, and avoid making any mistakes.
How Hiring Managers Can Interview Like a ProReuben Rail
How to Interview as a Manager - often times during interviews the hiring manager or supervisor only considers how the person applying should act, and not how they themselves should come across.
This simple presentation offers steps and advice on how Hiring Managers can best conduct themselves so they can make a great first impression on all interviewees, and attract the best talent.
This standalone presentation was originally created in INTE 6710 at the University of Colorado Denver. It has since been modified to better fit the needs and culture of my organization.
Created during HRCU 646 Training and Development at Brandman University, this presentation is the visual portion of a half- to full-day introductory training on hiring and selection.
The accompanying transcript/presenter script can be found at: http://bit.ly/1ApW63x.
Follow-up "simulation" activity can be found at: http://bit.ly/HRCU646-Sim.
Authors:
Justin Orton
Gloria Rayo
Saralyn Smith
Best Practices for Behaviour-Based InterviewingMarina Dawson
This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
Training for Human Resources (HR) - Recruitment & Selection Teams in performing a professional interviews with vacancies' candidates.
we will be talking about what is done before the interview (planning phase), and during the interview (conducting the interview), and after the interview (measuring the success).
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Recruitment is a process of searching the most eligible and competent candidate for the organization. The whole process includes number of steps, after which the shortlisted candidates are confirmed to be employed.
BASIC INFORMATION OF ARCHITECTURE OF MICRO-CONTROLLER 8051 AS PER GTU SYLLABUS. Please Comment if u Like.. n Give u r feedback..
For More Information Go to
http://www.noesiseducation.blogspot.com
Best Practices for Behaviour-Based InterviewingMarina Dawson
This session will provide you with the knowledge and resources you need to confidently use behavioural interviewing to hire outstanding talent. Interviews are complex interactions that require the interviewer(s) to have both clarity and processes in order to confidently hire ideal candidates. This introductory webinar covers: the core principles of behavioural interviewing from start to finish; how to use behavioural interviewing in telephone screening, in-person interviews, and reference checks; and how to get a clearer picture of each candidate's suitability by using an ideal candidate profile in combination with various question types and interviewing techniques.
To replay the full one-hour webinar, including audio, visit: http://charityvillage.com/elearning/webinars/past-webinars/best-practices-for-behaviour-based-interviewing.aspx.
Training for Human Resources (HR) - Recruitment & Selection Teams in performing a professional interviews with vacancies' candidates.
we will be talking about what is done before the interview (planning phase), and during the interview (conducting the interview), and after the interview (measuring the success).
Useful presentation from Sue Kellaway which focuses on Line Manager recruitment refresher training. It can be delivered in four hours which is great for time pressed Managers!
Recruitment is a process of searching the most eligible and competent candidate for the organization. The whole process includes number of steps, after which the shortlisted candidates are confirmed to be employed.
BASIC INFORMATION OF ARCHITECTURE OF MICRO-CONTROLLER 8051 AS PER GTU SYLLABUS. Please Comment if u Like.. n Give u r feedback..
For More Information Go to
http://www.noesiseducation.blogspot.com
Because Great Interviewers Are Made, Not Born: The Key to Hiring SuccessBizLibrary
Effective interviewer skills are critical for making accurate hiring decisions and are at the core of any selection process.
However in many organizations, interviews are poorly conducted and interviewers do not possess the skills to accurately predict employee success.
In this webinar, interviewing experts, John Reynolds and Dr. Patrick Hauenstein discuss common interviewer mistakes and the interviewer training required to correct or prevent them from occurring.
In this webinar, you'll learn:
Common mistakes during the interview process
Critical skills every recruiter and hiring manager must learn
How to make better hiring decisions with more potential for success
Interviews are the most commonly used tool in the majority of hiring and promotion decisions. Therefore, if talent matters to your organization ensure your interviewing system is a critical part to your business processes.
Download DDI’s How-To-Guide to help you change your interviewing system into a strategic advantage.
Startup Recruiting Trends identifies where startups go wrong in recruiting and makes recommendations on how startups should approach hiring.
What's Included:
-Insights into recruiting best practices, diversity, and people programs.
-Recommendations on allocating resources.
-Benchmarking data on important hiring metrics: Recruiting team makeup, Hiring Goals, Reporting Structure and Pipeline Metrics.
Inside the interview: A Job Seeker's Guide to Understanding the Interviewer's...Robyn Melhuish
This guide reveals the various styles and techniques used by hiring managers during the interview and what it is they’re looking for when they ask the tough questions.
Things Recruiters & Hiring Managers Won't Tell YouCachinko
Wonder what’s going through the mind of a recruiter when they’re checking out your resume? How about the hiring manager as you’re completing the initial phone screen? During this webinar, we’ll take a look behind-the-scenes at some things these individuals won’t tell you during your job search.
"Selection, Hiring, Orientation And Training For The Internet Department" - ...DealerKnows Consulting
Joe Webb's presentation Selection, Hiring, Orientation and Training for the Internet Department from the 7th Digital Dealer Conference in Nashville. Joe Webb is the President of DealerKnows Consulting and would like to thank everyone in attendance at his jam-packed event for their participation. I appreciate the great response and wish you success if your hiring endeavors.
Behavioral Event Interview Training for Islamic School ManagersMierza Miranti
A slide presented in a training for Islamic School Managers in Bogor, Indonesia, in 2013. It highlighted the need of conducting BEI (Behavioral Event Interview) for Teacher Candidates.
2010 Employment Lifecycle And Orientation Team Lead TrainingRobert Shearer
This presentation was delivered to Team Leads from across the country who were recently put into roles with supervisory responsibilities for the first time.
The New Journalist in the Age of Social MediaJD Lasica
In the age of social media, what should be the role of the New Journalist -- not one who works for a traditional news organization but a social entrepreneur launching a media project for a nonprofit?
The New Journalist at a nonprofit or startup will be a storyteller and multimedia producer but will also have to take on additional roles:
• entrepreneur
• conversation facilitator
• social marketer
• futurist
• metrics & research nerd
Here's my presentation for the New Media Lab on Nov. 23, 2009, in San Francisco, bringing together new media innovators to kick off a year-long project covering nonprofits, journalism and social media.
The focus is on how to leverage social media for Doing Good 2.0
Are you hiring a HR Manager? Here is a sample of 55 Questions to ask your interviewee.
This set of questions was created by Markus Biegel and behalf of Allied Protection Services, Inc. which is a security company based in Los Angeles providing various protection services throughout several U.S. states.
This presentation goes over how to build an effective team from the managerial side to recruiting and team development.
- What makes a good manager
- Your role as a manager
- Hiring & Interview process
-Mentoring and Training
Empower Yourself: Negotiate For The User - UserFocus 2012Carol Smith
In this upbeat talk Carol will provide you with the most influential ideas in business and how you can use them to empower yourself and to better negotiate for the needs of the users. Being a User Experience professional requires great social skills for facilitation; working with team members, stakeholders and clients; and for making sometimes difficult recommendations. Negotiation is the most important social skill for a UX professional. We negotiate on behalf of users throughout the development life cycle. Unfortunately, many of us are not taught skills that will help us be good negotiators. This session will provide the audience with tools to become effective negotiators in their personal and professional lives.
Managing relationships with hiring managers is difficult. There's a baton of blame passed between hiring managers, recruiters and applicants as roles in the hiring funnel evolve. We become faced with this question: Who ultimately owns the hiring process and why has this changed?
In this white paper, learn what drives successful hiring through the eyes of hiring managers, recruiters and applicants. End the blame game with hiring managers and improve your recruitment process.
E book Microsoft Dynamics CRM 2013 Personal Dashboard for End UsersAileen Gusni
E-book customized and tailored particulary for End Users to create Personal Dashboard, Personal View, Personal Chart and Mix Them Together into Beautiful and Meaningful Data Collection in one single landing page with no devious course, that is Dashboard in Microsoft Dynamics CRM.
Applicable for: Microsoft Dynamics CRM 2013 and 2015
For Microsoft Dynamics CRM 2011, the difference is just in the UI, but in term of concept, you can use this e-book.
Every business must get the maximum level of performance possible from every employee. Selecting, placing, and then coaching employees helps them be happier and more productive. That inturn helps the business be more successful. This is a real win/win.
Sourecon Presentation: Career Coaching - Mapping Your Next StepAMPLIFY//
You are killing it in your current role. But what’s next? How do take the next step to grow your career? In this session, you will discover new career paths. Using real life examples and information gathered by interviewing some of the most influential professionals in talent acquisition, you will learn how to leverage your experience in order to map out your future career.
If the mention of data and analytics gives you hives, don’t worry - we’re here to help! In this e-book we’ll guide you step-by-step through how to find the best person for the job faster, using talent pool insights that will make your hiring manager smile.
The competition for qualified leaders is fierce, is fierce, Senior Executive Search
Companies know-how to help clients think in new ways about how to find, recruit and retain top leaders.
Tim Sackett's presentation on how you can get better at Recruiting by following the principles behind the science of using data in the Moneyball movie.
Angie Verros's deck from the 2018 Michigan Recruiter's Conference held in Detroit, MI onsite at General Motor's HQ. Better recruiting and sourcing emails.
Torin Ellis's presentation at the 2018 Michigan Recruiter's Conference held in Detroit, MI onsite at General Motor's HQ. Torin challenges us to raise the level of commitment around D&I practices in our organizations.
Tracey Parson's Recruitment Marketing presentation from the 2018 Michigan Recruiter's Conference in Detroit, MI onsite at General Motor's HQ. Tracey teaches us how to Hack recruitment marketing with limited resources.
Holly's presentation on Insights from the 2018 SocialTalent Global Recruiting Survey, from the 2018 Michigan Recruiter's Conference held in Detroit, MI onsite at General Motors HQ.
Dawn Burke's recruiting presentation at the 2018 Michigan Recruiter's Conference in Detroit, MI, onsite at General Motors. The presentation focuses on Recruitment strategy.
What are great companies doing to ensure candidates have a great candidate experience. Also, technology recommendations on which tech helps you automatically drive great CX.
Mike Bailen, VP of People at Lever, presenting at the 2017 Michigan Recruiter's Conference on how talent acquisition can use marketing strategies to attract more talent.
Shaunda Zilich, Employment Branding Leader at GE, presenting at the 2017 Michigan Recruiter's Conference on building an employee ambassador program and employee advocacy.
I was a white kid who grew up in the city. Rap music shaped how I thought. When I got into HR and Business I thought it was ironic how rap lyrics could parallel how I thought about leadership.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
Aashman Foundation Summer Internship .docxAmanHamza4
The internship opportunity I had with “Aasmaan Foundation” was a great chance for learning and professional development. Therefore, I consider myself a very lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for having a chance to meet so many wonderful people and professionals who led me though this internship period.
I am using this opportunity to express my deepest gratitude and special thanks to “Munish Pundir” “Director “who despite being extraordinarily busy with “her/his” duties, took time out to hear, guide, and keep me on the correct path and allowing me to carry out my internship at their esteemed organization.
I further want to thank Prof. Shikha Gera, who helped me to better understand concepts of professionalism and become a better person and employee in my life.
I would also like to thank my parents and friends who helped me a lot during my life and this internship period. I perceive this opportunity as a big milestone in my career development. I will strive to use gained skills and knowledge in the best possible way, and I will continue to work on their improvement, to attain desired career objectives. Hope to continue cooperation with all of you in the future.
3. Michigan Recruiters Conference 3@peopleshark
Who is this chick?
Made in Detroit
Principal Consultant
Recruiting toolbox
yahoo
Talent42
Co-Founder
starbucks
recruiterhunt
Founder
microsoft
Seattle youthcare
Board of Directors
amazon
7. Michigan Recruiters Conference 7@peopleshark
The barista
I make 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 on fire
“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 got this
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
11. what talent advisors do
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 talent philosophy? 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’s the 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 the strategy 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 the strategy 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 educate and 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 to strategy, 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
20. Meet the hiring managers
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 talent advisors 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 these in 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 every written 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 A 360° 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 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…
27. Legal bingo
Brown bag exercise
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 key to 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
32. Talent advising
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