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Hire, Train,Terminate:
Breaking the Cycle
• Assess your organization
• Find the right match
• Retain good employees
AGENDA
When it comes to hiring, don’t try to fit a square peg in a round hole.
HIRING IS A MATCHING PROCESS
WHAT SHAPE ARE YOU?
• What is the organization’s mission, purpose or objectives?
• What are the organization’s core values...
WHAT SHAPE ARE YOU?
• How can your company accommodate the needs of your
employees?
• What will inspire your employees do ...
MISSION
Small business owners are competitively disadvantaged in providing HR
services to their employees. Over the years,...
APPLE COMPUTER
CHANGING MISSIONS
To make a contribution to the world by
making tools for the mind that advance
humankind.
...
COMMUNICATING VALUES
COMMUNICATING VALUES
• The value of job descriptions
• Culture versus skills
• Interviewing effectiveness
FINDING THE RIGHT FIT
• Provide a clear picture of the job to applicants
• Hold current employee’s accountable
• Help supervisors coach employee...
CULTURE VERSUS SKILLS
CULTURE
SKILLS
StrongWeak
Models
Doesn’t Model
• Non-discriminatory questions
• Chronological In-Depth Structured (CIDS)
interviewing
• Behavioral based questions based ...
NON-DISCRIMINATORY QUESTIONS
Don’t ask: Instead, ask:
CIDS INTERVIEWING
• Covers each of the applicant’s past positions starting
with the first full time position
• Focused on ...
Competency - Customer Focus
• If you were to arrange confidential reference calls with some
of your major clients, what wo...
Competency - Accountability
• Tell me about the performance management system you now
use.
• How effective have been your ...
Competency – Responsibility
• How responsible are you?
• When was the last time you missed a significant deadline?
What di...
WHAT IS EMPLOYEE ENGAGEMENT?
 Employee engagement is the relationship between an organization and
its employee.
 79% of ...
LET’S PLAY A GAME
1. Go to Kahoot.it on your smartphone
2. Wait for me to go to getkahoot.com, login and start a game.
3. ...
1. Know What is Expected
2. Materials and Equipment
3. The Opportunity To Do What I Do Best
4. Recognition and Praise
5. S...
7. My Opinion Seems to Count
8. A Connection with the Mission of the Company
9. Coworkers Committed To Doing Quality Work
...
• Do you have a mission statement? Values statement?
• Do you have an organization chart and job descriptions?
• When were...
12: The Elements of Great Managing – November 1, 2006
by Rodd Wagner and James Harter
Topgrading (How To Hire, Coach and K...
• Describe a situation in which you were able to use persuasion to
successfully convince someone to see things your way.
•...
• Tell me about a time when you had to go above and beyond the call of duty
in order to get a job done.
• Tell me about a ...
Hire, Train,Terminate: Breaking the Cycle
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Hire, Train,Terminate: Breaking the Cycle

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The focus of the presentation is that employee engagement begins with an understanding of your corporate identity and hiring people who are a good match for your business. You need to determine the “shape” of your business and ways to attract, hire and retain employees that fit. No more square pegs in round holes.

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Hire, Train,Terminate: Breaking the Cycle

  1. 1. Hire, Train,Terminate: Breaking the Cycle
  2. 2. • Assess your organization • Find the right match • Retain good employees AGENDA
  3. 3. When it comes to hiring, don’t try to fit a square peg in a round hole. HIRING IS A MATCHING PROCESS
  4. 4. WHAT SHAPE ARE YOU? • What is the organization’s mission, purpose or objectives? • What are the organization’s core values? • What are your customer’s needs and expectations? • How does your company fulfill your client’s needs? • What skills and competencies do your employees require? • What are your employee’s needs and expectations?
  5. 5. WHAT SHAPE ARE YOU? • How can your company accommodate the needs of your employees? • What will inspire your employees do their best each day? • Does your business have other stakeholders that need to be considered? • How will those stakeholders needs be met? • Is your business sustainable?
  6. 6. MISSION Small business owners are competitively disadvantaged in providing HR services to their employees. Over the years, the regulatory and administrative burden has increased dramatically to the point where business owners have few options. Marathon HR’s mission is to help these business owners become more successful by taking the administrative and compliance burden off their plate. VALUES Service Ownership Accountability Responsibility MARATHON’S MISSION & VALUES
  7. 7. APPLE COMPUTER CHANGING MISSIONS To make a contribution to the world by making tools for the mind that advance humankind. "Apple designs Macs, the best personal computers in the world, along with OS X, iLife, iWork and professional software. Apple leads the digital music revolution with its iPods and iTunes online store. Apple has reinvented the mobile phone with its revolutionary iPhone and App store, and is defining the future of mobile media and computing devices with iPad." Original Current
  8. 8. COMMUNICATING VALUES
  9. 9. COMMUNICATING VALUES
  10. 10. • The value of job descriptions • Culture versus skills • Interviewing effectiveness FINDING THE RIGHT FIT
  11. 11. • Provide a clear picture of the job to applicants • Hold current employee’s accountable • Help supervisors coach employees • Identify and document the essential functions of the job including physical requirements of the job • Ensure legal compliance for FLSA, Title VII, etc. THE VALUE OF JOB DESCRIPTIONS
  12. 12. CULTURE VERSUS SKILLS CULTURE SKILLS StrongWeak Models Doesn’t Model
  13. 13. • Non-discriminatory questions • Chronological In-Depth Structured (CIDS) interviewing • Behavioral based questions based on the job description and company culture • Reference checks INTERVIEWING EFFECTIVENESS
  14. 14. NON-DISCRIMINATORY QUESTIONS Don’t ask: Instead, ask:
  15. 15. CIDS INTERVIEWING • Covers each of the applicant’s past positions starting with the first full time position • Focused on the job role’s skill and competency requirements • Structured interviews for each employee role • Consistent from employee to employee and prospect to prospect
  16. 16. Competency - Customer Focus • If you were to arrange confidential reference calls with some of your major clients, what would they generally agree are your strengths and areas for improvement? • Relate an example of your partnering with a client, helping the client to achieve its goals and financial results. • Give examples of your going beyond what was normally expected to enhance your employer’s reputation or image. • Describe your methods of diagnosing client needs. • What is your “track record” in retaining clients? • Tell me about the most frustrated or disappointed client you have had in recent years. BEHAVIORAL BASED QUESTIONS
  17. 17. Competency - Accountability • Tell me about the performance management system you now use. • How effective have been your methods for following up on delegated assignments? • Tell me about accountability. What happens when people fail to perform? • What do you say or do when someone reporting to you has made a significant (serious, costly) mistake? • Cite examples of your giving negative feedback to someone BEHAVIORAL BASED QUESTIONS
  18. 18. Competency – Responsibility • How responsible are you? • When was the last time you missed a significant deadline? What did you try to do to prevent it? • Are you better at juggling a number of priorities or projects simultaneously, or attacking a few projects, one at a time? • Everyone procrastinates at times. What are the kinds of things that you procrastinate on? • How would you describe your work habits? • If I were to talk with co-workers you have had during the past several years, how would they describe your strengths and weak points with respect to personal organization, communications, attention to detail, and planning? BEHAVIORAL BASED QUESTIONS
  19. 19. WHAT IS EMPLOYEE ENGAGEMENT?  Employee engagement is the relationship between an organization and its employee.  79% of businesses are worried about engagement.  13% of workers are “engaged.”
  20. 20. LET’S PLAY A GAME 1. Go to Kahoot.it on your smartphone 2. Wait for me to go to getkahoot.com, login and start a game. 3. Enter the game code 4. Enter a username Strongly Disagree Disagree Strongly AgreeAgree
  21. 21. 1. Know What is Expected 2. Materials and Equipment 3. The Opportunity To Do What I Do Best 4. Recognition and Praise 5. Someone at Work Cares About Me as a Person 6. Someone at Work Encourages My Development 12 ELEMENTS OF GREAT MANAGING
  22. 22. 7. My Opinion Seems to Count 8. A Connection with the Mission of the Company 9. Coworkers Committed To Doing Quality Work 10. A Best Friend at Work 11.Talking About Progress 12.Opportunities to Learn and Grow 12 ELEMENTS OF GREAT MANAGING
  23. 23. • Do you have a mission statement? Values statement? • Do you have an organization chart and job descriptions? • When were they last updated? • Do you have a well-defined, documented interview process that screens effectively? • Do you continuously interview? • How do you rate on the elements of great managers? • Have you asked your employees what they value? • When you get employee feedback, do you act on it? • How often do you ask for employee feedback? QUESTIONS TO ASK YOURSELF
  24. 24. 12: The Elements of Great Managing – November 1, 2006 by Rodd Wagner and James Harter Topgrading (How To Hire, Coach and Keep A Players) By Brad and Goeff Smart
  25. 25. • Describe a situation in which you were able to use persuasion to successfully convince someone to see things your way. • Describe a time when you were faced with a stressful situation that demonstrated your coping skills. • Give me a specific example of a time when you used good judgment and logic in solving a problem. • Give me an example of a time when you set a goal and were able to meet or achieve it. • Tell me about a time when you had to use your presentation skills to influence someone’s opinion. • Give me a specific example of a time when you had to conform to a policy with which you did not agree. • Please discuss an important written document you were required to complete. BEHAVIORAL BASED QUESTIONS
  26. 26. • Tell me about a time when you had to go above and beyond the call of duty in order to get a job done. • Tell me about a time when you had too many things to do and you were required to prioritize your tasks. • Give me an example of a time when you had to make a split second decision. • What is your typical way of dealing with conflict? Give me an example. • Tell me about a time you were able to successfully deal with another person even when that individual may not have personally liked you (or vice versa). • Tell me about a difficult decision you’ve made in the last year. BEHAVIORAL BASED QUESTIONS

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