This document summarizes a webinar about hiring and empowering managers. It discusses how to use structured hiring to recruit managers, including defining the ideal candidate, using a deliberate assessment process, and making data-driven decisions. It also covers how to empower managers through establishing a feedback culture, providing specific feedback to direct growth, and developing managers' skills through training. The webinar concludes with a fireside chat on managing managers effectively by aligning goals, understanding career aspirations, and establishing feedback processes.
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Webinar Tips
● You can connect to audio
using your computer’s
microphone and speakers
or, you may select “Use
Telephone”after joining the
Webinar
● All lines will be muted to
avoid background noise
● You can ask questions at
any time by typing them
into the Questions Panel
GLASSDOOR
4. AGENDA
- How to hire managers
- Empowering
managers to succeed
- Fireside Chat
- Live Q&A
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LATTICE
What is Structured Hiring?
Structured hiring is an approach to hiring that starts the first time the role is
defined and continues until a hiring decision is made. The core tenets of the
approach are:
● The ideal candidate is defined by the business objectives of the job
● A deliberate process and rubric is used to assess all candidates
● Hiring decisions are based on data and evidence
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LATTICE
Structured Hiring in Practice
1. Hiring manager creates 30 - 60 - 90 - 180 day plan for new hire
2. Align - Role Kick off
3. Build Pipeline
4. Interview
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Design & Align - Role Design
- 30-60-90-180 Day Plan
- Success Measurements
- ROI on hire
- Kick off to align
- Identify success drivers for scorecards &
candidate profile
- Understand diversity gaps to drive Lead
Generation Strategy
- Align on what Recruiting Partner & Hiring Partner
can each own to be successful
LATTICE
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Build Your
Pipeline
- Ask IC for manager leads
- Ask business partners for manager leads
- Industry specific networking groups
- Networking groups supporting Diverse
Slate approach
- Use Boolean Logic for sourcing
- Allows you to take a search engine similar to
LinkedIn but providing more effective results by
narrowing your results
- Example:
- Look for companies on the Best
Companies to Work
LATTICE
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Interview
Process
- Pre-onsite Screening
- Hiring Manager & Candidate phone call
- Pre-brief with Interviewers
- Sync with all interviewers to align on drivers
- Candidate experience reminders
- Onsite Interviews
- Five in-person interviews
- Debrief with Interviewers
- Round-up post interview
- Offer
- Extend offer to the right candidate
LATTICE
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Interview Kits &
Scorecards
Interview Prep:
- Reminders on Bias
- What are we testing for?
- Leadership
- Company Values alignment
- Role Specific Fit
- Long-term potential
- Who should test it?
- Managers should meet with 5 people
- Direct manager
- 1 peer to themselves
- 2 peers to their manager
- 1 skip-level manager
- How should we test it?
- Interview questions & case studies
Scorecard:
- Success Drivers
- Targeted questions to drive reflection
- Overall work rating
LATTICE
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Managers set the example
Have managers show willingness for feedback by
requesting it from their teams. Managers should:
Respond with humility
Approach conversations without assumptions
Never stop listening
LATTICE
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How to share feedback
1. Schedule conversations
2. Utilize structured 1:1s
3. Check in with updates
4. Close the loop in writing
LATTICE
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Good Managers:
1. Unblock things that need unblocking
2. Do not micromanage
3. Set clear expectations
4. Connect team goals with company goals
5. Be accountable for your team
LATTICE
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Being a manager is a specific skill
LATTICE
DO NOT
- Assume individual contributors
will make great managers
- Assume new a manager from a
different org will know how to
manage at your org
DO
- Cultivate their skills with
manager-specific trainings
- Check in with them about the act
of managing, not just team
progress
LATTICE
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Key takeaways for managing managers:
1. Define and convey your company priorities
2. Know manager goals and career aspirations
3. Develop a clear process for feedback
LATTICE
Changing behaviors is one of the toughest things to do in an organization, therefore hiring is critical
For the purpose of this discussion, I’m going to focus on scorecard definition, interview kit creation and sourcing/interviewing.
Scorecard attributes should be mutually exclusive and collectively exhaustive.
Make sure the attributes you pick don’t overlap with each other but come together to create a pretty complete picture of the person you’re trying to hire.
Stick to the “need to haves.” If you’re including a “nice to have,” make sure to label it as such to keep things clear for interviewers when it comes time to make a hiring decision.
Most applicants will be qualified but it’s important to be thoughtful with who you choose to follow-up with
Define each attribute
Gives interviewers the ability to identify positive indicators and red flags
Now that you have managers, you need to make sure they have the right infrastructure to succeed both with their teams and with their business goals
Talk about feedback friday here
-Example of soft and sharper edges from life labs example
Talking points:
-open offices do not = open feedback
-1:1s are like a project management tool
-updates are a sypnopsis of your week
-Do more frequent check ins and there will be less surprises during an annual review
Feedback Fridays
Now that you have managers, you need to make sure they have the right infrastructure to succeed both with their teams and with their business goals