Hiring the best tab 4 0403

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Hiring theBest

HIRING THE BESTHIRING THE BEST

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The Gold StandardThe Gold StandardThe Gold StandardThe Gold Standard

Hiring the BestHiring the Best

The first step to The first step to upgrading the organization is upgrading the organization is

to hire the very best !to hire the very best !

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What is the impact of makingWhat is the impact of makinga bad hiring decision ?a bad hiring decision ?

Any horror stories ?Any horror stories ?

Group Discussion

Hiring the BestHiring the Best

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Hiring theBestLearning ObjectivesLearning Objectives

By the end of this module, you will be able to ...By the end of this module, you will be able to ...

Develop behavior-based interview questions that you can utilize when you return to your job AND that are linked to your business’ sales competency model

Conduct an effective behavior-based interview

Describe several legal pitfalls related to selection and hiring

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AgendaAgenda

Job Specifications

Overview of Key Success Factors

Behavior-Based Interviewing

Legal Issues

Role Play

Interview Tips

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Process MapProcess 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

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Job SpecificationJob Specification

If you don’t know what you are If you don’t know what you are

looking for, you are not likely to looking for, you are not likely to

find itfind it

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A job specification . . .A job specification . . .

Forms a common understanding of job & candidate requirements

Provides basis for job posting, interview Q’s & selection criteria

Key Elements

Job purpose or charter

Job responsibilities

Measurements and other expectations

Candidate qualifications

- Skills - Knowledge

- Abilities - Experience

- Values - Other

Job SpecificationJob Specification

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Com.pe.ten.cy n. Any knowledge, skill, action pattern, or thought pattern that can be shown to reliably distinguish betweenaverage 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 FactorsCritical Success Factors

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Hiring theBestCompetency ModelsCompetency Models

A competency model ...A competency model ... Identifies and describes competencies of top-performing role models Consists of skills and leadership values pertinent to the job category Provides the framework for organizational upgrade

A competency model can be used for ...A competency model can be used for ... Designing interview questions to assess strengths in each skill / value

A scorecard to rate candidates on each skill / value Training and development Performance management

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Hiring theBestJob SpecificationsJob Specifications

Table Discussion

As a table you want to develop a job spec’ for an outside sales position

Think about outside sales people you have worked with who are superior performers. What type of behaviors (things they say or do) set them apart from other employees?

Develop a list of competencies (knowledge, skills, action patterns) which the behaviors indicate are essential for the outside sales position. Be prepared to share with the group.

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Interview

Assess & Select

Extend Offer

Bring on Board

Close Deal

Identify Need

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Behavior-Based InterviewingBehavior-Based Interviewing

WHAT is it ?Basing interview questions and candidate assessment on job relevant past behavior

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Make better hiring decisions . . . past behavior, particularly if it’s recent, relevant and sustained, is the best predictor of future behavior

Minimize legal exposure . . . it’s the most objective way to assess a candidate’s qualifications

WHY use it ?

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Preview of Class Discussion

Questions to consider when watching the video...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 ?

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Class Discussion

Based on what you learned from the video ...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 ?

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Hiring theBestBehavior-Based InterviewingBehavior-Based Interviewing

Open-ended behavior questionsOpen-ended behavior questions

General Experiences

Specific Experiences

Probes

Situation

Action

Result

Clarify

Get more information

Look for contrary evidence / confirmation

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Structure of the InterviewStructure of the Interview

Opening

the Interview

5%

Gathering

Information

80%

Giving

Information

10%

Closing

the Interview

5%

The Basics of InterviewingThe Basics of Interviewing

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Making small talk

Making the candidate comfortable

Introducing yourself

Structuring the interview


Opening

the Interview

5%

Gathering

Information

80%

Giving

Information

10%

Closing

the Interview

5%


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Hiring theBestThe Basics of InterviewingThe Basics of Interviewing

Using open-ended behavior questions

Probing

Evaluating


Opening

the Interview

5%

Gathering

Information

80%

Giving

Information

10%

Closing

the Interview

5%

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Telling about the job

Selling the opportunity



Opening

the Interview

5%

Gathering

Information

80%

Giving

Information

10%

Closing

the Interview

5%

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Hiring theBestThe Basics of InterviewingThe Basics of Interviewing

Describing next steps and timing

Thanking the candidate


Opening

the Interview

5%

Gathering

Information

80%

Giving

Information

10%

Closing

the Interview

5%

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Making small talk

Making the candidate comfortable

Introducing yourself

Structuring the interview

Using open-ended behavior questions

Probing

Evaluating

Telling about the job

Selling the opportunity

Describing next steps and timing

Thanking the candidate



Opening

the Interview

5%

Gathering

Information

80%

Giving

Information

10%

Closing

the Interview

5%

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TipsTips

Climate Setting

Private, professional area . . . no interruptions

Properly arranged seating

Be on time and be prepared

Establishing Rapport

Act friendly and welcoming . . . smile, establish eye contact

Offer a beverage . . . demonstrate interest in their comfort

Use candidate’s name . . . clarify what they like to be called

Make small talk. . . . keep it light

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Maintenance

Maintain accepting and friendly facial expressions

Use a broad vocal range

Use candidate’s name from time to time

Talk 10%, listen 90%

Maintain eye contact

Show approval and enthusiasm

Soften negative responses

Encourage candidate with head nodding

Note Taking

Take extensive notes without writing whole sentences

Develop a system that works for you

Capture content and context

Don’t write negatives as soon as candidate states them

Keep your notes away from candidate’s direct vision

TipsTips


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Types of QuestionsTypes of Questions

Open vs. Closed

Closed questions can be answered “yes” or “no” . . . have their purpose but should be limited

- Did, Do, Are, Will, Would, Should

Open-ended questions require explanation . . . candidate must organize thoughts

- Describe, How, Explain, Tell me, What

Self-Evaluation / Opinion

Examples: What are your strengths?

What is the best way to close a

sale?

No real evidence about what the candidate actually does or how they will behave in the future

A skilled interviewee will tell you what you want to hear

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Types of QuestionsTypes of Questions

Hypotheticals

Examples: How would you handle a sales associate

who refuses to complete required paperwork but is delivering good results?

“Hypos” help you understand a candidate’s thought process and ability to think on his/her feet

Don’t use “hypos” to predict future behavior . . . it’s easy to talk a good game

Open-Ended Behavior Questions

Example: Tell me about a particularly challenging negotiation with a

customer. How did you prepare? What was the outcome?

These questions allow for a more objective assessment of the candidates qualifications

Use whenever possible

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Three roles (Interviewer, Candidate, Observer)

Interviewing for outside sales position

Develop questions based on one competency from each group

Skill Based Competencies Value Based Competencies

- Business / Finance - Boundarylessness

- Time Mgmt / Organization - Speed

- Interpersonal Skills - Change Orientation

10 minutes to prepare, then 12 minutes per rotation

Role Play GuidelinesRole Play Guidelines

Triad Role Plays

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Hiring theBest g Guidelines: Behavior-Based InterviewingGuidelines: 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) SpeedC) 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 andfor an outside sales position in for an outside sales position conduct the Debrief Session. Youyour 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.

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Hiring theBestRole Play - Interviewing & Note-Taking FormRole Play - Interviewing & Note-Taking Form

Competency Behavior-Based Questions N o t e s

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Were the questions competency-based ? Were the questions focused on past behaviors, as opposed to being hypothetical ? Were most of the questions open-ended ? Did the Interviewer probe to get additional information ? Did the Interviewer ask clarifying questions ? Did the Interviewer ask confirming / contrary questions ? Did the Interviewer ask any inappropriate or non-job-related questions ?

Role Play: Observer ChecklistRole Play: Observer Checklist

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Role Play DebriefRole Play Debrief

Class Discussion

What were the most challenging What were the most challenging aspects of this exercise ?aspects of this exercise ?

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Legal Guidelines: InterviewingLegal Guidelines: Interviewing

The interview should only gather information which is job related. Topics to avoid include:

Age Race Sex Marital Status National origin/ancestry

Religious denomination Disability Stand on civil rights Arrest record

Pregnancy or family planning Child care arrangements Credit rating How long plan to work

If it is not job-related or when in doubt, don’t ask it! Don’t give the wrong reason for rejection. Make no representation about employment duration.

Only ask questions that allow you to assess whether or nota candidate is qualified to perform the job.

Consult with your HR or Legal Staff.

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Interview

Assess & Select

Extend Offer

Bring on Board

Close Deal

Identify Need

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Assess and SelectAssess and Select

Step 1: Review and expand notes– Immediately after interview– Additional information and context you recall

Step 2: Complete assessment– As soon as possible after interview– Assess against key job specification elements– Summarize strengths and weaknesses. . .

make hire/no hire recommendation

Step 3: Participate in de-briefing– At end of interview schedule– Open discussion of candidate’s qualifications– Be specific when supporting ratings and conclusions– Try to reach consensus on each specification/

competency

Evaluation of Candidates

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Why is formal reference checking important?Why is formal reference checking important?

It provides additional information to make a hiring decision

Misrepresentations can and do occur... regularly

It verifies applicant is being truthful

Word of mouth referrals are not always accurate and may be made for other reasons

Relying on your “intuitive feel” is hit or miss at best

Reference Checking


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External candidates (non-GE employees) must complete and sign application form

Advise candidate we will be conducting reference check... it is Company practice - Candidate must sign acknowledgement.

Explain that information will be kept confidential

GE has a standard corporate agreement to conduct referencechecks…follow your own businesses’ guidelines

Reference Checking


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If you do contact a former employer ...If you do contact a former employer ...

Only contact references supplied by candidate & inform reference candidate has referred you to them

Downplay impact of single reference on hiring decision

Explain that everything will be kept confidential

Explain you have gotten a good picture of applicant’s background but would like their perspective

Get list of strengths and development needs

Test your hypothesis about shortcomings related to the job spec

Ask about circumstances of departure and if they would re-hire

Reference Checking


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Interview

Assess & SelectExtend Offer

Bring on BoardClose Deal

Identify Need

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Before making the offer ...Before making the offer ...

Be prepared – Know the candidate’s current salary (including commissions)– Know candidate’s expectations (based on phone screen,

interview)... help shape reasonable expectations

Obtain necessary approvals (e.g., manager, H.R.) and know whether you have authority to negotiate

Be familiar with and follow your business’ processes

Job Offer ProcessJob Offer Process

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Make the offer ...Make the offer ...

Extend the offer verbally– Title, location, starting salary– Reporting relationship– Benefits (provide overview of benefits plan if candidate requests)– Transfer package (seek H.R. clearance first)– Explain offer is contingent upon passing relevant screens or

obtaining required permits– Express excitement with candidate joining your staff, GE

business, and GE Company– Give date by which you would like to have offer accepted

Extend written offer as confirmation


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Once offer is accepted ...Once offer is accepted ...

Establish start date

Ensure smooth transition into GE and follow your business’ process


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Tips:Tips:

Do not sign off qualified candidates who are your second or third choice until first choice has accepted

Sign off should take place as soon as possible upon determining the candidate(s)

If you verbally sign off, do not attempt to engage in a constructive conversation about why the candidate was not selected– Stick to a statement about finding a candidate whose background is a

better match for the position– Don’t engage in discussion of specific qualifications unless candidate

is weak in those areas and the requirements are job related– Do not make future promotability a basis for non-selection


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Interview

Assess & Select

Extend Offer

Bring on Board

Close Deal

Identify Need