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Tarea HM Essentials .pptx
- 1. Manager Essentials for a Successful Hire!
- 2. Content • Opening your Req • Strategy Meeting • Sourcing • Interview Preparation • Job Offer • Onboarding & First Day Office
- 3. Intel Confidential – For Customer Use under CNDA Opening Your Req Request Approval in the Requisition Approval Tool (RAT) Choose an Industry Standard Job Title Assign a Work Model and Location Create an Appealing Job Description 3
- 4. Intel Confidential – For Customer Use under CNDA Strategy Meeting 4 Meet with you recruiter as soon as possible Prepare for the engagement meeting Commit to an action plan and providing timely feedback Agree on cadence for update meetings.
- 5. Intel Confidential – For Customer Use under CNDA Sourcing What is your role as a Hiring Manager in this Effort? S o u r c i n g 5 Reach Out to Individuals in Your Industry and Location Reach Out Get to know the typical profile of the ideal candidate for the positions you hire Get Keep the Candidate Relationship Warm over Time Keep
- 6. Intel Confidential – For Customer Use under CNDA InterviewPreparation 6 • For fair hiring practices and consistency, you will need to create a diverse interview panel that will be used for all interviews throughout the life of that req. • Identify 10-12 Behavioral questions from the BBI Wizard
- 7. Intel Confidential – For Customer Use under CNDA Job Offer 7
- 8. Intel Confidential – For Customer Use under CNDA Onboarding & First Day Office • Onboarding and First Day Office (FDO). • Use the FDO Dashboard to prepare for your employee’s first day in the office. • Individual integration plan. • Integration Academy. • Assigh Buddy 8
- 9. You can find more information about hiring here
Editor's Notes
- Is there an opening statement/speaker notes here? What do we want the manager to be thinking about in the first few minutes (what’s the first impression). Suggest we say something around “by following the hiring best practices, this will help you as a manager to get the best talent, and to fill your requisition within 45 days.”
- You have decided to hire! Great! While the RAT tracks the approval status, it also forms the foundation of the recruitment strategy. It is important to put some thought into details like qualifications, location, grade, and title before submitting the request. (Opens https://requisition.intel.com/home RAT) does a short Demo or link to new video TBD. While most of this information required will auto populate or will be self explanatory, there are some items that need special attention. As other bullets appear, presenter will open links and show how to navigate and key items. Choose an Industry Standard Job Title: Consider the market. What is a common title in industry? What title do our competitors for talent use? In many cases, the Intel job title associated with the job profile or code is not representative of the market. Once the job is posted, the title can not be changed. (Advance to 3rd bullet) Work Model and Location: In a digitally connected world, work location has become a strong recruiting tool. Consider not only where your team currently resides, but also the geographic area that is likely to have the most talent based on your skill requirements. Do we already have a site near this pool? If not, would remote be an option? We can always add locations later, but coming out of the gate with the right geographic target will speed things up. As an example (presenter opens link to work model eligibility in Circuit and goes through the example below) Let’s say you are trying to decide if you position is on-site or Hybrid. In this example, lets assume this is a role does not require access to specific equipment, but you'd like this employee to be able to collaborate with the team in person. It seems like it could be either. Well, in your case, you would like the new hire to have a set schedule for coming into the office, but currently your team is really only getting together 2-3 times per week, and this may be a permanent team workstyle. What is the best option? (This would be a great spot for a pop quiz. Answer would be hybrid, due to the flexibility it offers both the candidate and manager as well as potential access to a more diverse pool of candidates) (Close Window, return to RAT) (navigate to Job Description portion of RAT) Drafting the JD. The next information you add will be crucial in the success of your recruitment. While you will review this information in the Strategy Meeting with your recruiter, having a well thought out BU description, Job title, position description, minimum qualifications, and preferred qualifications, will help in two ways. First, It will give the approves a much better idea of your hiring need. Don't forget to use the comments section for additional information such as this being an ICE conversion req, a rehire, etc. Second, a clearly defined job scope will help your recruiter and sourcing specialist get your req posted and out to market much more quickly. Creating appealing Job Posting: Define your hiring need including main responsibilities, minimum qualifications, and preferred qualification. Don’t list every possible task in the duties and responsibilities. Focus on the primary role and the opportunities for learning, growth, leadership, etc. Don’t be afraid to be creative. While your recruiter will work with you in the strategy meeting to customize the job description, this is a good opportunity to start to current makeup of your team, skills gaps, and how this hiring position can better prepare you for the challenges ahead. When you describe the role use personally engaging, action-oriented, language such as "As a Software Engineer in IOTG, you will participate in...." Rather than a long list of bullets. Remember, most candidates will spend less than 20 seconds on a job posting before deciding to apply, you need to engage them early and make them excited about the opportunity you are presenting. Hiring@intel on Circuit contains volumes of information covering the entire hiring process, including a worksheet that can help you with defining hiring needs and developing your Employer Value Proposition (open Hiring@intel, and navigate to the EVP and worksheet. Don’t spend much time here, just show how to navigate). This site was developed for you, so bookmark it and come back to it often! (Presenter Opens CRT, Navigates to EX R&D Tech IC tab and scrolls down to education and experience) (https://intel.sharepoint.com/sites/compensation-reference-tool/Shared%20Documents/CRT%20Grade%20Level%20Criteria.xlsx) Keep minimum qualifications to 3-6 bullets, depending on grade, and in alignment with Grade Level Criteria for education and experience (don't specify 12 years of experience for a grade 6 position when grade 6 has a minimum experience level of 3+ years) Move skills that are not critical to the role to “preferred qualifications” section. You can always hire target a higher level of experience or rare skills. The preferred qualifications are a great place to list your ideal candidate qualifications. This allows a wider range of experience, and we see both and increase in overall qualified applications, as well as an increase in diverse candidates. BKM’S Use an industry standard job title without Intel Acronyms or abbreviations Make sure you have the correct job profile, don’t just copy a previous req. Consult the software job catalogue (Focus on minimum qualifications and make sure they align with the Grade Level Criteria Remember, once posted, Job Postings details can not be changed and in most cases a new req will be required.
- Congratulations! You have received a confirmation email from Workday that your requisition has been approved and a recruiter assigned. Within 2 days, your recruiter will contact you by email to schedule a strategy meeting and confirm details such as the number of openings, cost center, location(s), and a few other important details. Answering these few questions ahead of the meeting will ensure that your strategy meeting time is used efficiently. The strategy meeting will set the stage for a successful hire and the req can not be posted externally until you’ve met with your recruiter! Make this meeting a priority. If you are not ready to hire, let the recruiter know and they can freeze your req. (advance to second bullet) We will get more out of this meeting by putting more into it, so prepare by thinking about..... Your expectations and past recruiting experience. If it has been a while since your last hire, have processes changed? How familiar are you with WorkDay? Do you need training? How quickly to you need this new hire to start? How do you prefer to communicate? Is email, teams or txt optimal? Do you prefer a video or Face to Face Meetings? Does the compensation target you have for this role align with the market? Have you had offers rejected recently? Why? How will offering or not offering relocation impact my talent pool? Will considering Foreign National candidates be possible given my budget and timeline? These are all great topics to discuss with your recruiter in the engagement meeting! (Advance to third Bullet) Each participant in the Strategy meeting has some responsibilities. As the hiring manager, if you have requested a req, created an appealing job description that includes an EVP, description, and minimum and preferred qualifications, and replied to the initial email from your recruiter confirming basic details, you are doing great! During the Strategy meeting your recruiter and sourcing specialist will consult with you on a number of topics. At a minimum you should expect: 1. Recruiter Review of roles and SLA's. This will be an overview of the actors and actions required during the recruiting process ( like SLA for reviewing applicants and provide feedback, and who will disposition candidates and at what stage) 2. Review and fine tune job posting. Your recruiter will apply final formatting and include any legally required language for compliance before posting. 3. Discuss your interview team, behavioral interviewing tips, and HM responsibilities regarding the interview. 4. Review WorkDay mechanics for moving candidates through system steps if needed. 5. Answer Questions about relocation/ immigration/ compensation. The sourcing specialist will also provide a market analysis based on the desired qualifications with a live search of LinkedIn. Advance to 4th bullet) With Your Input, the meeting should result in a clear understanding of our respective roles, a profile of the ideal candidate, and hopefully some strong leads from the live search. It is important to maintain an ongoing dialog with your recruiter and sourcing specialist. Set aside some time at consistent intervals for updates.
- Sourcing is a team effort shared by you as the manager and your recruiting team. It should be everyone’s responsibility to source for candidates here at Intel. As a manager, you should be bringing this up to your team in your weekly staff meetings. Ask your team members to go through their LinkedIn profiles, forums and college alumni sites. Get them thinking about the Employee Referral Program (ERP) and let them know that we have payouts ranging from $1,500 up to $10,000 for some of the hard to fill roles if their referred candidate is hired within 1 year of their submittal Selling Intel and our desire to create the technology of the future is a critical piece of our recruitment efforts and aids in converting prospective candidates to applicants and ultimately future Intel Employees. During this stage, the sourcing efforts are transparent, and your recruiter and sourcer are proactive and responsive. You should feel that the ongoing communication with your recruiter is efficient, and that the resumes you are receiving from the Sourcer are relevant to your needs. You should be calm and confident that your needs and feedback are taken into consideration. We recommend you convey a proactive approach, reach out to potential candidates, and keep a high rate of engagement with talent you trust to fit current and future occupational opportunities at Intel. When making a list of potential candidates, consider a variety of sources and take into account whether they are likely to be attracted to the position. Reach beyond those who are actively looking for a job; more than 40% of employees who are not engaging in an active job search are still interested in being contacted about other job opportunities. Take every opportunity to promote our organization and your business group. Be prepared to give the 30-second “elevator pitch” that creates familiarity with an interest in both Intel and your business group. Hiring@Intel has a section on Employee Value Proposition (EVP) where you can learn more about our global value proposition. It also provides you with pitching scenarios for you to boost. Simply put, we recommend you leverage the opportunities you have. You should have your selling points aligned and clear after the engagement meeting with your Recruiter and Sourcer. Not every prospective candidate will become an active candidate. However, there will be individuals who are worth waiting for. Partner with your recruiter to keep those individuals “warm” until both parties are ready. You should try to contact prospective candidates at least once every three months. If you can, reach them at there home where its a safe environment for them to speak vs. while they are at work sitting in their cubical. Since about 3 out of 4 individuals prefer being contacted at home for these sorts of conversations.
- Prior to any interviews taking place, the hiring manager will need to identify a diverse interview panel. One that he or she will use throughout the life cycle of the req until a candidate is hired. This will provide consistency and fairness throughout the interviewing process. As the hiring manager, you will need to pick the appropriate behavioral questions that best fit your team and the business group’s culture. (For example: Think Big, Customer Obsessed, Best Team Wins, Be Fearless, Result Oriented etc.) Once you have Identified the appropriate 10-15 behavioral questions that you and your team would like to ask the candidate, assign 2-3 questions per interviewer. In regards to the Hard skills, the best BKM I can give you, is to assign each interviewer an area to focus on in regards to the Interviewer’s technical experience. This well help avoid asking duplicate questions to the candidate and will yield better results when selecting your final candidate. Once you have identified the appropriate Behavioral Questions and the areas of technical acumen that you would like for your team to focus on you will be able to leverage this process through different stages. It will enable you as the manager to provide solutions that enhance autonomy in deciding on the focus areas for the interview, by offering a range of competencies and questions from which you get to pick. Please note: As the Hiring Manager, you should always be communicating with your Recruiter. Whenever you and your team members are interviewing candidates, please remember to move them through the process using the tool. For example, if you are interviewing a candidate, they should be in the Interview status not in manager screen.
- If candidate has not yet completed this step, Recruiter will need to manually retrigger this email link to give them another 3 days to complete - this is a requirement that needs to be completed prior to starting work on the offer request (exception NY) Candidate will be able to access the above links for 3 days after which it will lock. CRT ( presenter opens CRT): presenter shows the CRT highlighting the range Once compensation negotiation is done the recruiter will generate written offer for the candidate and work with the candidate and Hiring Manager to set a start date and move the candidate in Ready For Hire (RFH). HM moves the candidate to Offer Request in Workday. Candidate will receive Background Check Consent form (BCC). Recruiter works with the Hiring Manger directly on the compensation proposal. The recruiter will deliver the verbal offer to the candidate.
- PRESENTER: Ryan Follow up on Pro Tip for all options including the how and why.