7. Impact of a Bad Selection Negative effect on customers Detractor for top performers Learning curve productivity loss Increased management time Termination/replacement costs Waste of time and resources Company failure 3 40% to 50% poor performers
8. Impact of a Great Selection Increased workload Exceed quotas / goals Exceed customer expectations Company morale Attractor for other great hires 4 1 top performer= 3 average performers
15. How to Identify Top Performers Drive Self motivated, loves winning, achieves goals Curiosity Love what they do, intensely curious about field Ethics Honesty, integrity, ability to do the right thing 8
16. Constructing Interviewing Questions “Describe a situation where you…?” “Give a specific example of when…?” “What has been your most difficult…?” “What was your most significant achievement…?” 9 Try to get to their drive, curiosity and ethics
17. Getting to the Data Interviewer Feel Think Analysis Data 10
18. World Getting to “I” 11 Candidate Company Department Team I Interviewer
19. 12 Understand Your Personal Filters Work Experiences Family Influences Ethnocentrisms Stereotypes Temperament Education
22. Why screen? Maintains an efficient, consistent process Relationship = partnership – It doesn’t happen in a day! Gather more information or address concerns Lightly sell candidates on an opportunity Give candidate opportunity to ask questions Allow you to make interview recommendations to Hiring Managers
23. 16 4/9/11 The Beginning Stick to an agenda and stay within your time allotment Call at specified time and ask “Is this still a good time for you?” Explain the purpose of the call Your role in the process Hit highlights of the company and position to “lightly sell” the opportunity Give timeline for making a hire and next steps in the process
24. 17 4/9/11 The Middle Ask all candidates the same questions Why seeking new opportunities? Currently employed? Verify education and employment RFL – reason for leaving past positions Gaps in employment Any red flags in resume Interview and start date availability Allow time for questions
25. Wrapping Up Thank the candidate for their time Recap the selection process and next steps Stay neutral throughout the call. Do not set false expectations “Our team will be reviewing all candidates and will make the final decision regarding next steps.”
26. Remember Stay in control and keep the conversation on track Stick to your time allotment 80/20 Rule – Candidate should talk 80% of time Be the buyer
28. 21 Managing the Interview Process Panel management Candidate management
29. PUTP! Phone first, you’ll always know! Pre-Interview close confirmation Current situation-fishing for personal information Has anything changed? Any conflicts? Talk out of position if not 75-80% sure Email confirming interview time, location, client detail, and references
31. Prep your candidate!!! Review candidate's resume. “Preparing for essay test” Discuss what to wear, review directions, be 10 min early, know whom to ask for when you arrive Questions for the interview Review, provide if necessary Allow up to 2 hours for interview
32. Role Play "What we have to learn to do, we learn by doing.“ Aristotle 25
33. Suggested Reading Hire With Your Head by Lou Adler TopGrading by Bradford Smart, Ph.D. First, Break All the Rules by Marcus Buckingham The Great Game of Business by Jack Stack 26
34. Summary Prepare for an interview Construct effective interview questions Prep your candidate Prep your interviewers Conduct highly effective and consistentinterviews 27
Prep – don’t read resumes while dialing, or read materials with candidate in the lobbyManage – tips for the call, meetings, etc.
We’ve all made bad hires. Not selecting a new office chair, but dealing with people, who are multifaceted, many layers, each responds to things differently.Effect on customers – we’re all representatives in every interaction we have, on and off the clockDetractor – no one wants to work or play for a losing team. Big 10 recruiting, name recognition. People create a picture in their minds whenever they hear the name.
Never introduce new information in an e-mail. E-mail should only be used to:Summarize a phone call or messageConfirm what has already been discussed via phonePhone calls also offer the opportunity to get “in front” of your candidate again, build that relationshipThreads long enough to weave a new suit!
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