COMPANIES HIRE PEOPLE TO DO WHAT

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COMPANIES HIRE PEOPLE TO DO WHAT ?

• 1.
• 2.
• 3.

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COMPANIES HIRE PEOPLE TO DO WHAT?

• INCREASE PROFITS
• INCREASED REVENUE
• REDUCED COST
• IMPROVED CUSTOMER SATISFACTION
• SOLVE YOUR PROBLEMS
• REMOVE YOUR PAIN

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HOW TO INTERVIEW, HIRE AND RETAIN GOOD EMPLOYEES

• Review Basic Interview Principles
• Learn Open Communications Skills
• Demonstrate Interview Process
• ___________________________________
• Review How Retain High Performance Employees

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HIRING THE RIGHT PEOPLE IS CRITICAL TO SUCCESS

• FORTUNE SURVEY
• The single best predictor of overall excellence
  is a companys ability to attract, motivate,
  retain high performance people.
• WINNING PERFORMANCE
• There are only two things that matter The
  quality motivation of the people the validity
  power of their common goal.
• Quality employees
• Proper environment-culture (motivate)
• Common goals

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KEY TO MAKING THE RIGHT SELECTION DEPENDS ON

• How Serious You are About Making the Right
  Decision Are You Willing to Invest theTime to
  Do It Right
• Proper Preparation (1st, 2nd, 3rd Interview)
• The Questions You Ask and How You Ask Them Make a
  Significant Difference In the Results.
• The Follow Up Questions You Ask to Your Original
  Question (What? Why? How?) Are Critical
• How You Evaluate (score) the Applicants Abilities
• The Best Indication of What a Person Will Do In
  the Future is What They Have Done in the Past
• The Number of People You Involve in the Process

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MOST COMMON MISTAKES INTERVIEWERS MAKE

• Failure to Prepare and Organize for the Interview
• Failure to Put the Person at Ease
• Failure to Use Open-Ended Questions
• Failure to Listen and the Need to Talk
• Failure to Go Deep on Fewer Questions
• Failure to control the Interview

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A GOOD HIRING PROCESS STARTS WITH

• 1. A GOOD JOB DESCRIPTION
• Job duties responsibilities
• Day to day activities
• What they will be held accountable for
• Are these needs or desires
• Education required, area of expertise, i.e.
  accounting
• Amount of previous experience required for
  successful job performance

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A GOOD HIRING PROCESS

• AN APPLICATION FORM
• Can be used for
• Prescreening of applicants
• Basis for questions to determine qualifications
• History of employment stability

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A GOOD HIRING PROCESS

• 3. DETERMININATION OF QUALIFICATIONS ONE MUST
  POSSESS TO DO THE JOB
• Example Sales job
• Good verbal ability Persuasive
• Extrovert Perseverance
• Enthusiastic Self discipline
• Self Starter Driven
• Assertive Good listener
• Able to handle defeat Problem solver
• Self confidence Demonstrated winner

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INTERVIEWING PROCESS

• Talk 10 of the time/Keep the applicant on
  subject/Take notes
• First Interview (screening)
• One on one
• Two at one time (one lead interviewer)

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INTERVIEWING PROCESS

• Applicants you have interest in
• Follow up quickly
• Second Interview (follow-up)
• Preparation
• One on one (several different interviewers)
• Compare notes afterward

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REFERENCE CHECKS(after 2nd interview)

• Business references vs. personal
• Ask applicant for the ones you want
• Explain the job (to supervisor, not HR)
• Use open ended questions
• Ask questions to confirm your evaluation

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A GOOD HIRING PROCESS

• Third Interview (final decision time)
• Lunch/social time/ride in car, no business talk
• Final interview/Follow up on areas you still need
  more information on.
• Clarify any issues you have
• Ask for questions
• Make the offer
• Trial90 dayskeep notes
• Every hire wont be rightthats OK
• Living with the mistake is not OK

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GOAL OF USING OPEN COMMUNICATION SKILLS

• Gather More Information to Ensure
• Better Decisions
• Asking Open Ended Questions
• Going Deeper on Fewer Questions using Open
  Communication Techniques
• Do 1 2 and Get the Real Answer, Not the
  Interview Answer
• !! KEEP THE SHADE OPEN !!
• !! KEEP THE APPLICANT TALKING !!
• OEQ

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EXAMPLES OF OPEN ENDED QUESTIONS

• Tell me about your accomplishments
• What are some problems youve faced and how did
  you handle them
• Tell me about your performance record at your
  previous company
• Share with me some of the goals youve set in
  life and how you did on them
• Stay on the same question until you KNOW the
  answer.
• GL

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USING OPEN COMMUNICATION SKILLS IN INTERVIEWING

• HOW DO YOU OBTAIN GOOD INFORMATION?
• GENERAL LEAD
• ASK FOR ADDITIONAL INFORMATION, BUT AVOID A
  SPECIFIC TARGET.
• TELL ME MORE
• I SEE, GO ON
• COULD YOU EXPAND ON THAT
• OPEN ENDED QUESTIONS GIVES THEM ROOM TO
  EMPHASIZE WHAT THEY THINK IS IMPORTANT.
• ? GENERAL LEAD ENCOURAGES THEM TO GIVE MORE
  INFORMATION ABOUT WHAT THEY THINK IS IMPORTANT
• Probe

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USING OPEN COMMUNICATION SKILLS IN INTERVIEWING

• HOW DO YOU OBTAIN GOOD INFORMATION?
• Keep The Applicant Talking, Go Deep (Get the real
  answer)
• PROBE
• DIRECTS THE DISCUSSION TO AREAS OF INFORMATION
• YOU ARE INTERESTED IN, WANT CLARIFICATION.
• FOCUSES ON A SPECIFIC TARGET
• PROBLEMS ??
• DROP OUT ???
• MONEY ISSUES ???
• PROBE DIRECTS THEM TO GO DEEPER IN A SPECIFIC
• AREA. OUR JOB KEEP THE SHADE UP
• Pause

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USING OPEN COMMUNICATION SKILLS IN INTERVIEWING

• HOW DO YOU OBTAIN GOOD INFORMATION?
• PAUSE
• ALLOWS THE OTHER PARTY TO CONTINUE THE
  DISCUSSION
• WITHOUT DIRECTION FROM YOU.
• ENCOURAGES APPLICANT TO GIVE US MORE
• INFORMATION.
• SILENCETHEY WILL START TALKING.
• PAUSE ENCOURAGES THEM TO GIVE MORE
  INFORMATION, TO GO DEEPER. OUR JOB KEEP THE
  SHADE UP
• Example

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USING OPEN COMMUNICATION SKILLS IN INTERVIEWING

• HOW DO YOU OBTAIN GOOD INFORMATION?
• RESTATEMENT/INTERPRETATION
• SUMMARIZES WHAT THE APPLICANT HAS SAID.
• MIRRORS BACK THE FEELINGS, ATTITUDES, OR
  CONTENT OF SOMEONE ELSES STATEMENT.
• ALLOWS YOU TO VERIFY WHAT YOU UNDERSTAND.
• SO WHAT I HEAR YOU SAYING, IS THAT YOU WERE
  HAVING SOME PROBLEMS GETTING YOUR FELLOW CLASS
  MEMBERS TO GO ALONG WITH YOUR PROPOSAL IS THAT
  CORRECT? NOT EXACTLY??? EXACTLY ???
• KEY YOU MAKE A JUDGEMENT ON WHAT YOU
• ARE HEARING ENCOURAGE THEM TO GIVE YOU
• MORE INFORMATION. YOUR JOB KEEP THE
  SHADE UP

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INTERVIEW DEMONSTRATION

• Demonstrate Interview Process Using Open
  Communication Skills
• 1st Interview Form
• Description of Experiences Form (follow up
  interview)
• GOAL HIRE HIGH PERFORMANCE
• EMPLOYEES

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?? QUESTIONS ??

• Now they are your employeesHow Do You Retain
  Them?
• FORTUNE SURVEY
• LEADERSHIP CULTURE DETERMINES WHETHER HIGH
  PERFORMERS JOIN YOUR COMPANY, WHETHER THEY ARE
  MOTIVATED OR NOT, AND WHETHER THEY STAY WITH THE
  COMPANY.

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STOP

• SLIDES BELOW ARE NOT A PART OF COMMUNICATION
  SKILLS PRESENTATION.

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3 KEY QUESTIONS DEALING W/ LEADERSHIP AND CULTURE

• Do you care about me?
• Can I trust you?
• Will you be there for me when I need you?
• Do unto others as you would have them do unto
  you.
• Good people dont work for bad leaders.

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Fortune Magazine SurveyCharacteristics of an
effective leader

• HONESTY/INTEGRITY .....87
• FORWARD LOOKING (VISION/PLAN).......71
• HUMILITY 68
• COMPETENT ..58
• FAIR MINDED (JUST/WILLING TO FORGIVE).49
• JUSTICE (DO THE RIGHT THING).46
• SUPPORTIVE (THERE WHEN YOU NEED THEM).41
• What kind of leader are you?

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• 1. Create an Environment/Culture of
• ? TRUST ? RESPECT
• ? INTEGRITY ? TEAMWORK
• ? COMMUNICATION ? FUN
• ? INVOLVEMENT ? A BIAS FOR
  ACTION

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• Drive the Organization with Values
• Engage Their Soul
• ?HIGH PERFORMANCE EMPLOYEES SEARCH OUT, JOIN,
  AND STAY WITH ORGANIZATIONS THAT GIVE THEM
  COMPELLING REASONS TO COMMIT THEIR HEARTS AND
  SOULS TO SOMETHING BEYOND QUARTERLY EARNINGS.
• ? WHAT IS YOUR COMPANYS PASSION?
• COMMUNICATION IS CRITICALEVERY EMPLOYEE MUST
  KNOW WHAT DRIVES THE ORGANIZATION WHAT THEY
  MUST DO TO KEEP THE PASSION ALIVE.

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• 3. INVOLVE EMPLOYEES
• EMPLOYEES THAT ARE INVOLVED (ASKED THEIR
  OPINION, FEEL THEY ARE A PART OF THE TEAM, HELD
  ACCOUNTABLE) ACCOMPLISH MORE AND ARE MORE
  COMMITTED THAN NON-INVOLVED EMPLOYEES.
• !! THIS IS CRITICAL !! YOU CANT INVOLVE
  EMPLOYEES WITHOUT FREQUENT, MEANINGFUL
  COMMUNICATION.

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• INVOLVEMENT
• We are not talking about lip service, or
  gimmicks or programs of the month. We are
  talking about tough-minded respect for the
  individual and the willingness to train them, to
  set reasonable and clear expectations for them,
  and to grant them practical autonomy to step out
  and contribute directly to their job.

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• INVOLVEMENT TEST
• DO YOU HOLD THE REINS TIGHT, NOT ALLOWING
  EMPLOYEES TO SELF-MANAGE?
• ARE YOU ENGAGING YOUR STAFF IN DECISION-MAKING
  GOAL SETTING? (THEIR GOALS OR YOUR GOALS?)
• DECISIONS WITHOUT INVOLVEMENT DOUSE THE FIRES OF
  ENTHUSIASM.

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• Motivation
• TOP 20 OF YOUR PEOPLE ARE SELF MOTIVATED.
• BOTTOM 20 YOU WONT BE ABLE TO MOTIVATE.
• MIDDLE 60 CAN GO EITHER WAY, DEPENDING ON THE
  ENVIRONMENT/CULTURE OF THE COMPANY.

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• 4. MAKE EMPLOYEES FEEL GOOD ABOUT
• THEMSELVES AND THE COMPANY
• RECOGNITION
• GENUINE CONCERN
• TALK TO EMPLOYEESKNOW THEIR NAME
• SET CHALLENGING HIGH EXPECTATIONS
• PROVIDE FEEDBACK
• REWARD PERFORMANCE (? )
• SAY THANK YOU
• SIMPLE COMMUNICATION BUT SELDOM DONE

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HOW TO RETAIN EMPLOYEES(Good Leadership
Effective Culture)

• 5. FREQUENT MEANINGFUL COMMUNICATION
• THE DAYS OF KEEP THEM IN THE DARK ARE
• OVER. HIGH PERFORMANCE EMPLOYEES
• WANT TO KNOW WHAT THE ISSUES ARE AND
• WANT TO BE A PART OF THE SOLUTION.
• !! IMPORTANCE OF COMPANY WIDE COMMUNICATION
  MEETINGS 1 ON 1 DISCUSSIONS !!

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ONE MORE TEST

• A
• MINIMIZES RISK
• RESPECTS THE CHAIN OF COMMAND
• INTERNALLY FOCUSED
• SUPPORTS THE BOSS
• HIRES AND KEEPS MEDIOCRE EMPLOYEES
• KEEPS EMPLOYEES IN DARK B
• TEAMWORK
• HIRES WINNERS
  FOCUS IS ON
  THE CUSTOMER
• INITIATIVE/BIAS FOR ACTION CARES
  FOR EMPLOYEES
• INNOVATION
• COMMUNICATES WHAT IS HAPPENING
• The Hay Company

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6 PRINCIPLES OF LEADERSHIP(Highmark)

• HAVE A REPUTATION FOR BEING TRUSTWORTHY.
• MAKE YOUR WORD YOUR CONTRACT
• PUT CARING FOR PEOPLE AHEAD OF WHATEVER ELSE
  YOU DO.
• MAKE RELATIONSHIPS MORE IMPORTANT THAN
  MONEY/POWER
• ALWAYS GIVE YOUR EMPLOYEES/CUSTOMERS MORE
  THAN YOU PROMISED
• MAKE YOUR DAY-TO-DAY CREDO DO UNTO OTHERS
  AS YOU WOULD HAVE THEM DO UNTO YOU.
• !! COMMUNICATE LEADERSHIP THROUGH YOUR WALK, NOT
  YOUR TALK !!

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WHY EMPLOYEES LEAVE

• Basic Financial Needs
• Lack of Competitive Salary
• Inadequate Benefits
• Poor Communications
• Negative Environment
• Lack of Recognition
• Unfair and Inequitable Treatment
• Lack of Challenging Job
• Lack of Job Security
• Family/Work Conflicts