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2010 ONREC Presentation - Perception Vs Reality: Do we really know what we are looking for?
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2010 ONREC Presentation - Perception Vs Reality: Do we really know what we are looking for?
1.
2.
3.
Lead! Don’t Follow!
4.
Job descriptions –
Roadmap or crutch?
5.
Its not just
about asking questions, its about asking the RIGHT questions.
6.
From minimum requirements
to crystal clear competencies.
7.
What we see
depends mainly on what we look for.
8.
9.
10.
11.
Administrative/Transactional
12.
Generalists
13.
“A Necessary Evil”
14.
Lack of
business understanding
15.
16.
Perceived lack of
industry/position knowledge
17.
Lack of consistent
communication
18.
Allow the manager
to lead
19.
Setting unrealistic expectations
20.
21.
Uncertain of exactly
what they are looking for
22.
Make hiring decisions
based on factors inconsequential to the job
23.
Fail to convey
the core necessities of the position
24.
Separate themselves from
the hiring process
25.
26.
27.
28.
Communicate Often (good
or bad)
29.
Develop the reputation
as a problem-solver
30.
Know the job
31.
Teach and promote
objective candidate assessments
32.
Lead
Your Manager
33.
When taking the
job
34.
When developing the
search strategy
35.
36.
37.
38.
Compensation development/management
39.
Define position
purpose
40.
Define job
duties/responsibilities
41.
42.
43.
Job descriptions can
inadvertently exclude high potential, top performing candidates.
44.
Job descriptions cannot
predict candidate performance.
45.
Job descriptions often
lack objectivity – Internal/External Hires.
46.
47.
48.
Daily responsibilities
49.
Position objectives/measurements
50.
Job Structure
51.
Chain of command
(Reporting Structure)
52.
Size of team
(If applicable)
53.
Peers they will
interface with
54.
Compensation
55.
Base Range (Check
for Tolerance)
56.
57.
Minimum years of
experience
58.
Minimum education levels
59.
Preferred experience
60.
Position History
61.
Why is the
position open
62.
63.
Where did the
last 3 people in the role go?
64.
What was the
best person in the role like?
65.
Requirements
66.
Does years of
experience mean effectiveness?
67.
What are the
specific competencies needed to effectively perform the function?
68.
Objectives
69.
Have the specific
goals ever been met? Why not?
70.
71.
Technical – skills
and knowledge
72.
73.
“I need someone
with at least 10 years of experience.”
74.
“I need someone
with an MBA from XYZ University.”
75.
76.
77.
Be realistic and
communicate reality – the perfect candidate DOES NOT EXIST.
78.
Step 1 –
Have your manager rank the specific functional competencies in order of preference for the role.
79.
Eliminate “Years of
Experience”from the list
80.
No more than
4-6 Must Haves
81.
82.
83.
84.
Select only 10
85.
86.
87.
Define and gain
agreement of the manager’s new expectations.
88.
Present the candidate
to the criteria identified as most important by the hiring manager.
89.
Reduce opportunity for
“I think I can do better with an additional candidate ” syndrome.
90.
91.
92.
Do not present
candidates just via email
93.
Do not present
just by sending the candidate’s resume
94.
Remember, presenting the
candidate is filling the need
95.
Describe the
candidate (What AND how)
96.
Reiterate agreed upon
skills/competencies
97.
Describe how candidate
meets each required skill
98.
99.
100.
The recruiter must
focus on building their internal brand in order to lead the manager through the search process.
101.
Job descriptions can
easily be used as a crutch when creating a candidate profile against which to compare candidates.
102.
Teach the hiring
manager to own their minimum skill and competency requirements.
103.
Present candidates based
specifically on how they meet the core competencies, not on the attractiveness of the resume.
104.
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