Finding Right People-Right Job Right Now Recruiting

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Finding Right People-Right JobRight
NowRecruiting InterviewingNational
Association of Steel Pipe Distributors
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Agenda

• Critical To Get It Right
• Goals And Tactics
• Define Job Profile Winning Ads
• Prepare Behavioral Questions
• Best Practices
• Establish Metrics
• Summary and Close

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Good Is The Enemy Of Great
First Who.Then What. Expected New Vision
And Strategy. Found They First Got The Right
People On The Bus , The Wrong People Off The Bus,
The Right People In the Right Seats-Then They
Figured Out Where To Drive It. People Are the
Most Important Assets, Turns out To Be Wrong.
People Are Not Most Important Assets.
The Right People Are!!! Good to Great-by Jim
Collins
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YOUR GOALS

• Improve Service, Sales Profitably
• Identify Match Best Qualified Candidates to
  Right Jobs
• Reference Checks
• Strategies For Positioning Job Offers
• Disciplined Selection To Yield Measured
  Outcomes
• Get and Retain Best A Players
• Stop Problems At Door!

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Talent Hunt For Most Companies

• Viewed as Chore vs Challenge
• Minimal Preparation Little Training
• Interview Candidates Before Job
• Tell Me About Yourself Various Ways!
• Fill Open Positions Quickly Vs Strategically

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• Increase Pool of Candidates
• Clients/Customers Friends Of Company
• Learning-Size-Diverse-Opportunity
• Marketing-PR-Sales
• Recruiting Task Force-Think Creatively
• Web Leverage Internal Skills

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Best Practices For Best Results

• Utilize Performance Criteria
• Develop Staffing Plan Costs
• Behavioral Interviews
• Train Managers
• CEOs Hiring Managers Roles
• On Daily Basis- Sell Internally-
• Talent Wins!

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Behavioral Interviewing

• Another Tool In Your Kit
• Cant Tell You If They Can Do Job,
  How They Will Do Job.
• Achieve Goals Have Fun Picking Great People!

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Utilize Sixth Sense Capability
Achievement Questions
Notice Appointment References Dress
Travel Courtesy
Confidential Renegotiate Bad
Mouth Research Decision
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Right Person In The Right Job
Evaluate and Decide
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A Players

• Define Them
• Find Them
• Recruit Them
• Challenge Them
• Keep Them

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Job Profile-The Bedrock

• Paints Picture of the Ideal
• Candidate Sets Standard for
• All Hiring Decisions!

KRAS Critical Connections Behaviors
Knowledge, Experience Skills
Values/ Culture
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Define Key Result Areas
Specific Performance Objectives Which Measure
Success
Successful Candidate Will
Accomplish ! Find 3 to 5
Performance Measurable Objective
Functional Level Job
Cross-Functional Level Projects
Strategic Level Short or Long-Term Goals

OUTCOMES!!!
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Prepare Questions Key Result Areas

• THINK SMART !
• Specific, Measurable, Action Oriented, Realistic
  Timed

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__________________________________________________
______BEST PRACTICES___________________________
_____________________________

• PERFORMANCE PROFILE

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• Specific Quantifiable Examples
• CAR
• Circumstances
• Actions
• Results

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Critical Connections
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Behaviors
Attitude
Attitude

• The new measure demonstrates which human
  abilities make up the greater part of the
  ingredients for excellence at work - most
  especially for leadership

Imagination
Optimism
Problem-solving
Multi-tasking
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Knowledge Experience SkillIntelligence

• Objectives Tasks Drive the
  Requirements
• What Degrees or Skills You Are Looking For?
• Qualities and Characteristics To Do Job
• Is it a Must? Can I Define It? Recognize It?

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Values Culture

• Guidelines
• What are the values and culture of your present
  or past job environment/organization?
• What are the Work Ethics, Principles, Behaviors,
  Decision Making, Communication Style, Business
  Philosophy of People in the Immediate Work
  Environment.
• How do you define and measure success

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• What Does It Take To Do The Job ?
• Key Result Areas
• Strategic, cross-functional, functional
• Critical Connections
• Boss, peers/team, direct reports, internal
  and external customers/suppliers
• Behaviors
• Behavioral demands of job
• Values
• Company culture, leadership work ethics,
  principles
• Knowledge,Experience,Skills
• Relevant to achieving key results

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Career Opportunities

• The Marketplace
• Job Boards, Ads, Journals,
• E-Mails Network

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Ads That Work!

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Screening

• Reviewing and Grade Resumes
• Phone Screen Candidates
• Use Questions Based on Job Profile

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Interviewing Style

• Apply the 80-20 Rule
• 80 20
• Planning interview Conducting
• Listen Talk
• Collect data Answer questions
• Analyze data Explain the job
• Understand Sell the company
• Ask behavioral questions Sell the job

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Interview for Results

• Ask Prepared Questions
• Take Notes
• Obtain Specific Answers CARs
• Identify Their Prior Results
• Realistic Assignment

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Face to Face Interview

• Guidelines
• Make the candidate feel genuinely comfortable.
• Set expectations you will be collecting data from
  s/he first by asking questions. The candidate
  will have time to get information from you.
• Ask questions explore Motivations, preferences
  who person is and what they really want.
• Fit/gaps you have identified up to this point.
• Observe verbal and non-verbal responses.
• Briefly describe the job and company.
• Take the candidate on a tour and notice
  behaviors. Was the candidate curious?
• How did he/she interact with others?

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Change How We Do Things !

• Make Candidate Wait
• Poor Preparation No Resume Questions
• Interview From Script Or Talk Excessively
• Offer Delayed And.?

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Interviewing Style

• The shortest course in interviewing
• Wait 30 minutes or overnight before making any
  decision about the candidates ability to do the
  work.
• Lou Adler, Hire With Your Head
• Guidelines
• Dont trust your emotional reaction to the
  candidate.
• Focus on getting the information you need to
  learn if the candidate can do the job.
• Get the candidate talking about what they know.
• Treat the session as a fact finding and problem
  solving session.
• Treat the candidate as an expert, be
  respectfully.

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Reference Checks

• Conducted for candidates you would like to
  hire and who wants the job.
• Guidelines
• Ask for references from bosses, peers,
  subordinates, customer and suppliers .
• Hiring manager should conduct the reference
  checks.
• Only ask reference performance based questions.
• Do not ask questions such as age, family.
• Gather background information position, scope of
  responsibility and relationship to the candidate,
  company environment, performance measurement
  standards etc.

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Benefits

• Increase Odds Of Success
• Consistent Hiring Decisions
• Improve People Development Depth
• Benchmarking
• Measure Results Reduces Cost

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Dominance (A) - the drive for influence on people
and events
More dominant-control
Less dominant-harmony
Extroversion (B) - the drive to include and be
included
More extroverted-inclusion
Less extroverted-privacy
Patience (C) - The drive for stability
More patient-stability
Less patient-variety action
Formality/Details (D) - The drive to avoid
mistakes
More formal-avoid mistakes
Less formal-just do it
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The Importance of Behavior
Attitude Values
Experience
Interests
Skills
Intelligence
Knowledge
Education Training
Physical Health
Motivating Needs, Drives, Aptitudes, Styles
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Position The Offer

• The job offer is designed to sell the fit
  and the advantages to both the company and the
  candidate.
• Guidelines
• On first contact with candidate, describe job and
  company positively.
• Continually gauge candidates receptivity to the
  job. Make test offers.
• Keep focus on job when positioning offer.
• Know the personal needs of candidate based on
  assessment tools.
• Use language, key words and phrases, reflect and
  match the personal needs of candidate and
  required job behaviors.
• Answer questions, offer information about salary
  range, benefits in increments throughout the
  selection process.

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• Focus on the Three Steps

Step One Define the Job Profile Step
Two Build Candidate Profile Step Three
Evaluate and Decide Identify clear actions that
will support new hire development.
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Post-Hire Strategy

• Bridge the gaps between position requirements and
  what candidate brings to the job. Actions you
  take help assure success and retention of the
  individual.
• Guidelines
• Identify what steps will be taken to bridge
  the gaps.Examples Training, Coaching
• Redefine or Reassign Key Result Area(may
  require higher/lower expectations for the first
  6 months)
• Determine who will take responsibility for there
  achievement.

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• Organized, Thoughtful Interviewing and
• Selection Process to Define, Predict, Guide, and
  Measure Performance

Select Most Qualified
Interview Candidates
Orient
Review Performance
Coach
Train
Manage
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THANK YOU FOR YOUR PARTICIPATION AND ATTENTION!
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Victor Coppola P.I. Associates Predictive
Index 561-276-9990 Email vcoppola_at_pifl.com