Hiring the best tab 4 0403
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Hiring the best tab 4 0403
- 2. The Gold Standard Hiring the Best The first step to upgrading the organization is to hire the very best !
- 3. What is the impact of making a bad hiring decision ? Any horror stories ? Group Discussion Hiring the Best
- 6. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
- 7. Job Specification If you don’t know what you are looking for, you are not likely to find it
- 9. Com . pe . ten . cy n. Any knowledge, skill, action pattern, or thought pattern that can be shown to reliably distinguish between average and superior performers in a job. Key success factors consist of competencies that are defined and demonstrated through specific observable behaviors which superior performers do more often, in more situations, and with better results than average performers Critical Success Factors
- 12. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
- 13. Behavior-Based Interviewing WHAT is it ? Basing interview questions and candidate assessment on job relevant past behavior
- 15. Behavior-Based Interviewing Preview of Class Discussion Questions to consider when watching the video... 1) What will you stop doing ? 2) What will you start doing ? 3) What issues / concerns / questions do you have about behavior-based interviewing ?
- 16. Behavior-Based Interviewing Class Discussion Based on what you learned from the video ... 1) What will you stop doing ? 2) What will you start doing ? 3) What issues / concerns / questions do you have about behavior-based interviewing ?
- 29. g Guidelines: Behavior-Based Interviewing Instructions : • Form team of three (triads) • Each person selects their initial role: Interviewer, Candidate, or Observer • Do the preparation, interaction, and debrief as outlined below • After 12 minutes, rotate roles so that each person plays each role once Preparation : Each person selects 2 of the following competencies to focus on (one from each column): (10 minutes) A) Business/Finance Knowledge D) Boundarylessness B) Time Mgmt./Organizational skills E) Speed C) Interpersonal Skills F) Change Orientation and develops behavior-based questions using the attached Interviewing Form Interviewer Candidate Observer Role You are interviewing a candidate You are being interviewed You will observe the interview and for an outside sales position in for an outside sales position conduct the Debrief Session. You your business. in the interviewers’ business are also the designated timekeeper. Interaction Conduct the interview, focusing on In the candidate role, answer Listen and watch the Interviewer and (7 minutes) the information gathering phase. the interview questions, drawing Candidates, making notes on the (Skip the rapport building phase from your own experiences. Observer’s checklist. and closing.) Debrief Listen and learn from the Share any other feedback Share and discuss feedback on how (5 minutes) feedback. to supplement the Observer’s well the Interviewer conducted a comments. behavior-based interview.
- 30. Role Play - Interviewing & Note-Taking Form Competency Behavior-Based Questions N o t e s
- 32. Role Play Debrief Class Discussion What were the most challenging aspects of this exercise ?
- 34. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
- 39. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
- 44. Process Map Develop Job Specification Develop Staffing Strategy/Plan Source & Screen Candidates Prepare & Plan for Interviews Interview Assess & Select Extend Offer Bring on Board Close Deal Identify Need
Notas do Editor
- Welcome participants to module 4.
- State that the overall goal of this module is to provide methods and techniques for hiring the very best which in turn will lead to improving overall organizational effectiveness.
- Tell participants they will be working in teams with others at their table. Tell participants they have five minutes to discuss these two questions. Ask for 2 or 3 volunteers to present their stories to the class. Recap by stating that the effect of bad hiring decisions includes high turnover, poor sales team morale and low productivity.
- Review the objectives and agenda for this module. Stress that this module will focus on behavior-based interviewing which is a method for improving the quality of hiring decisions.
- Review the agenda. Stress that we are leading up to a major role play at the end of this course where participants will have an opportunity to practice key concepts and principles of behavior-based interviewing.
- Describe the overall hiring process and how this module follows along with this model. Stress that most of the time in this module will be spent in developing a job specification, screening, interviewing and selecting candidates. We will first focus on developing job specification/competency model.
- State that the purpose of writing job specifications is to lay out an objective criteria for finding and selecting qualified salespeople.
- Present the definition of a job specification. Reinforce the benefits of doing a good job specification. State that there is an example of a job specification in the appendix.
- Review and give examples of competencies. For example, being able to make sales presentations to a team of high level decision makers is a competency. Reinforce the differences between behaviors and personality traits. Behaviors are what people say or do. Personality traits are the inferences that we draw from a series of behaviors over time and are usually highly subjective .
- State that there are examples of competency models in the appendix. Stress the link between hiring, training and performance management using the same competency model.
- Ask each team to take 10 minutes to develop a competency model for an outside sales position, using above guidelines. Take 5 minutes to share models with the group.
- You’ve completed a job specification model for your position. Next steps are: Develop staffing strategy/plan Source and screen Prepare and plan for the interview Briefly describe these steps. Point them to the appendix. Next, we are focusing on the Interview process. In particular, behavior based interviewing.
- Provide definition of BBI Do a quick poll to see how many participants are familiar with, or have utilized BBI in the past.
- Provide an example that illustrates behavior-based interviewing. The example describes finding and using related past behaviors. For example: if you were looking for someone to run a marathon it would be helpful to look at past long distance running experience, such as other marathons or 10k runs. Long distance swimming might be interesting background, but is not probably a predictor of ability to run a marathon.
- Tell participants to take notes about the More than a Gut Feeling video relating to these three questions.
- Facilitate discussion using questions above. Reinforce key points from the video: Building rapport Tolerating silence Getting contrary evidence Follow-up questions How do you develop questions? -- Refer to appendix for lists of proposed questions for GE businesses. Reinforce how the video should look for related life experience when work experience doesn’t exist, such as when you made an important life decision.
- Use this model to provide an overview of behavior-based interviewing, and describe how the model will be applied in this course.
- Introduce the 4 steps of interviewing.
- Walk through the first step. Reinforce how important rapport is Need to be careful not to violate legal issues in small talk (e.g., where someone’s from; married?)
- Walk through the second step. This is where the behavior based interviewing happens.
- Walk through the third step. Stress the importance of selling the job, especially if you have a positive impression of the candidate and in situations where you are dealing with internal candidates. Explain that it’s important to create a realistic picture when discussing working for GE and that this is even more important in a full employment economy.
- Walk through the fourth step.
- Recap the overall four step interviewing model.
- Present overview and add any interviewing tips, such as: Try to avoid interviews in public places, such as lunches, dinners, etc. In airports, try private lounges. Lunches and dinners can be used as an adjunct to an interview to build rapport and see how the candidate acts in social situations. Sell from the start. Interviewing can be an important recruiting tool.
- Review tips about maintenance: Be conscious of your own body language, such as folding arms or raising eyebrows. Stress 90/10 rule. Make sure the candidate does most of the talking. Support candidate when they say something negative about themselves to keep the climate open. For example, if candidate says I’m not good with numbers . . . say, join the club, a lot of us have that issue. Don’t write down negatives immediately after they are said. Don’t take phone calls during the interview. Ask, how do you set up seating arrangements? Try to avoid the across the desk interview in order to build rapport rather than barriers. Review tips about note taking: Note taking can be done in three columns . . . situation , action and outcomes , so that you can keep track of what was said. In addition, the three-column format lets you see quickly what information you are missing and may want to continue probing for. Remind participants that, when taking notes, people can read upside down, so set it up so your notes are private.
- Review questioning techniques: Stress that opinions and self-evaluations questions are overused and candidates usually know how to tell you what you want to hear. Note that strength and weaknesses questions are not behavior-based questions. One way to ask about the strengths and weaknesses is to say, “When I call your references, what will they say are your strengths?” Also, focus on developmental needs rather than weaknesses, and ask what are they doing about them right now.
- Review hypothetical and behavior-based questions: Hypotheticals can be used to learn about someone’s thought processes and how well they think on their feet. Usually, they are not a good predictor of future behavior because candidates learn how to answer them. If you ask someone how they would develop business in Chin, ask how they would go about it. This tells you if they would take an analytical approach or how they would be organized. Open-ended, behavior-based are the desired types of questions.
- Introduce role plays. Before breaking group out, instructor should choose a participant and model behavior based questions with instructor as the interviewer. Help divide the class into triads. State that there is a blank form for writing down interview questions and taking notes. Tell participants to spend 7 minutes on the interview and 5 minutes on debriefing, lead by the observer using the observer’s checklist. Walk through the key items on the observer’s checklist. State that the observer also needs to be the time keeper.
- Debrief the role plays by asking this question. From the role plays, point out the following: Phrases like “describe for me” or “tell me about” can mask behavioral questions. Developing contrary questions takes more concentrated effort. This technique should work the same way during video conferencing.
- Provide guide discussion on legal guidelines as they relate to interviewing -- overview only!! Let participants know that more information around this topic is in the appendix and that they should always consult with their HR or legal staff with questions or concerns.
- Revisit process map. We will now focus on assessing and selecting candidates.
- Review the three step process for evaluating candidates. Stress that the more candidates there are, the more note taking becomes important. Try to review notes and debriefs as soon after interviewing as possible. Emphasize that doing Step 3 with all interviewers together is most effective.
- Stress the following information about reference checks: Start with hard/formal reference checks for getting the facts. People do lie on their applications, misrepresenting information such as false degrees, felony convictions, etc. Application forms give you the right to do reference checking. This is known as legal release. Internal GE - it’s critical and we expect to get information including past reviews, stock option and salary history in addition to other performance comments. External to GE the response will be mixed, some companies will provide no information.
- Ask you HR person about how to use Adrem.
- Stress the following point: If you are asked for information, be careful about saying anything beyond dates and job title. You can provide information internally. Check with HR if not sure what to do.
- Revisit process map. Inform participants that you will use remaining time to quickly overview the job offer process (pre-offer checklist, making the offer and post-offer follow-up).
- Make the following points about job offers: Offer letter is usually a follow-up. Offer is made verbally, either in-person or on the phone.
- Should follow their businesses practice on offer letters Standard offer letters are used by the new hire transfer center
- Stress transition process. Make first impression with GE positive. Stress that speed is critical in getting offer out. Slowness leads to losing prospects. Stress making sure to let candidates know not to resign or give notice until all contingencies have been met. Physical and drug screen cannot happen until after offer is extended. This is by law !
- Tell participants to review the information on job offers on their own.
- Revisit process map.