Download to read offline
Uploaded byMAXfocus
Recruit & Retain Top Talent - Michael Schmditmann
The document discusses effective hiring practices and processes to attract high-quality candidates while avoiding common hiring mistakes. It emphasizes the importance of a compelling hiring presentation, effective screening questions, and structured interview scenarios. The content also highlights the need to differentiate between bad candidates who interview well and those who possess the necessary attributes for success.
More Related Content
Similar to Recruit & Retain Top Talent - Michael Schmditmann
![Interviewing+W Orkshop[1]](https://cdn.slidesharecdn.com/ss_thumbnails/interviewingworkshop1-090925235354-phpapp01-thumbnail.jpg?width=640&height=640&fit=bounds)
Recruit & Retain Top Talent - Michael Schmditmann
- 1. Presented by MikeSchmidtmann John Gaillard
- 5. Give Yourself an Unfair Advantage
- 6. Introductions John Gaillard ScanSource Catalyst US Army Mike Schmidtmann Strategic Products & Services Inacom Communications
- 12. Attract Quality Candidates Screen Effectively Avoid Critical Hiring Mistakes
- 13. Owner Sales InsideSales Outside Sales AM 1 AM 2 AM 3 Marketing Finance Services Engineering Design Help Desk Tech 1 Tech 2 Tech 3 Operations Administration H/R Sales Technical Other
- 16. Biggest Problem HiringGreat People?
- 17. A Great HiringProcess • Identifies Great Candidates • Makes Your Company & Position Attractive • Screens out “Emerging Under - Achievers” • Identifies Trouble Areas • Closes the Deal •Gets Them Productive Quickly
- 19. •One GREAT Attribute •One Good / Average Attribute •One Real Weakness Great Employees:
- 20.
- 22. 10% 10% 30% 45% 5%
- 24. “Salesperson /Engineer Wanted” •Growing Company •Leading Products •Excellent Service •Satisfied Customers •Great Benefits •High Income Potential •Declining Company •Terrible Products •Awful Service •Dissatisfied Customers •Lousy Benefits •Low Income Probability
- 25. “Men wanted forHazardous Journey. Small Wages. Bitter Cold. Long Months of Complete Darkness. Constant Danger. Safe Return Doubtful. Honor and Recognition in case of Success.” Ernest Shackleton 1914 “The Most Famous Employment Ad Ever Written”
- 26. “Men wanted forHazardous Journey. Small Wages. Bitter Cold. Long Months of Complete Darkness. Constant Danger. Safe Return Doubtful. Honor and Recognition in case of Success.” Ernest Shackleton
- 27. Does Your HiringPresentation SIZZLE?
- 28.
- 29. Who YouAre What You Do Why Customers Buy From You What Makes You Different “The Boring Part”
- 30. Incentive Trips Career Path Fun Learning Mentoring “The Fun Part”
- 32. Every Negative isalso a Positive Remember:
- 33. Attract Quality CandidatesScreen Effectively Avoid Critical Hiring Mistakes
- 35. Why are BadCandidates Often So Good at Interviewing? Because They Get so Much Practice!
- 36. 10 Most CommonlyAsked Interview Questions 1.Why should I hire you? 2.What do you see yourself doing five years from now? 3.What do you consider to be your greatest strengths and weaknesses? 4.How would you describe yourself? 5.What college subject did you like the best and the least? 6.What do you know about our company? 7.Why did you decide to seek a job with our company? 8.Why did you leave your last job? 9.What do you want to earn five years from now? 10.What do you really want to do in life? Nine of These are Considered “Bad” Questions Which one is GOOD?
- 37. 10 Most CommonlyAsked Interview Questions 1.Why should I hire you? 2.What do you see yourself doing five years from now? 3.What do you consider to be your greatest strengths and weaknesses? 4.How would you describe yourself? 5.What college subject did you like the best and the least? 6.What do you know about our company? 7.Why did you decide to seek a job with our company? 8.Why did you leave your last job? 9.What do you want to earn five years from now? 10.What do you really want to do in life? Nine of These are Considered “Bad” Questions Which one is GOOD?
- 38. A Parrot canAnswer Those Questions
- 39. Use Scenarios toUncover Practices and Habits 6 – 8 Core Questions for Everyone 3 – 4 Specific to Position
- 40. #1: Your prospectsays “I really like your solution, but your price is too high” What do you do?
- 41. “The Horse Trader” “How much higher? If I could work something out with my manager, would you be prepared to move forward?” “The Value Answer” “Obviously, we haven’t shown you the value of our product. Let’s review your needs, and why this is a better solution”
- 42. Describe a typicalcomplete sale from beginning to end
- 43. Look For: •Where does it start? • Where does it end? • How many steps? • Who is driving the Sale?
- 44. Where does itStart? Good Blueprint - Research Target Account Prospecting Call
- 45. Where does itStart? Good Bad Blueprint - Research “I get a lead” Target Account “I am in the customer’s office” Prospecting Call “I find out what the customer needs”
- 46. Good Bad ContractSigned Order Package Accepted Where does it End?
- 47. Good Bad KickoffMeeting / Implementation Contract Signed Cutover - Installation Order Package Accepted D&A Collection of A/R Where does it End?
- 48. Do They Havea Plan? Good I do this, this, and this… I try to work with accounts that… I don’t do XYZ until I get commitment
- 49. Do They Havea Plan? Good Bad I do this, this, and this… “It depends” I try to work with accounts that… Every sale is different I don’t do XYZ until I get commitment I try to get as much done as I can before the first meeting
- 50. Tell me howyou troubleshoot an intermittent problem
- 51. • Is therea structured process? • How many steps? • Value of time vs. value of result? • Are there clear objectives / purpose in every step? What to Look For:
- 53. Not Just Who It’s How You Hire
- 55. “A Proper Diagnosisis Half the Cure”