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7/30/2019 National08 Coppola
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Finding
Righ t Peop le-Righ t Job
Righ t Now
Recru i t ing & In terv iew ing
Nat ional Assoc iat ion ofSteel Pipe Distr ibu to rs
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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
GreatFirst Who.Then What. Expected NewVision 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 Candidatesto Right Jobs
Reference ChecksStrategies For Positioning Job Offers
Disciplined Selection To Yield Measured
OutcomesGet and Retain BestA 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 PickingGreat 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
Define Job Profile
Critical Connections
Behaviors
Values
Knowledge/Experience/Skills
Key Result
Areas
Build Candidate Profile
Relationships
Behaviors
Values
Knowledge/Experience/Skills
Expectations/
Results
JOB PERSONFIT vs. GAP
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 forAll Hiring Decisions!
KRAS Critical Connections BehaviorsKnowledge, 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
________________________________________________________
2. PERFORMANCE PROFILE
Traditional Job Description
The Person
Performance Profile
The Job
BS degree Achieve quota within 90 days
2-4 years sales experience Obtain 20% new customers per month
Industry background required Conduct thorough needs analysis and present
the product as a solution
Product knowledge essential Coordinate proposals with engineering
Good solution selling skills Manage multiple projects in intense
environment
Strong analytical skills Prepare detailed cost/benefit analysis
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Specific Quantifiable Examples
CAR
Circumstances
Actions
Results
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Critical Connections
Candidate
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Behaviors The new
measure
demonstrateswhich human
abilities make up
the greater part of
the ingredients forexcellence at work
- most especially
for leadership
Attitude
OptimismImagination
Multi-tasking
Problem-solving
Attitude
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KnowledgeExperience Skill
Intelligence
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
GuidelinesWhat 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
Opportuni t ies
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 JobProfile
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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 InterviewGuidelines
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 StyleThe shortest course in interviewing
Wait 30 minutes or overnight before making anydecision about the candidates ability to do thework.
Lou Adler, Hire With Your Head
Guidelines
Dont trust your emotional reaction to thecandidate.
Focus on getting the information you need to learn ifthe 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 ChecksConducted for candidates you would like to
hire and who wants the job.
GuidelinesAsk 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
Less dominant-harmony More dominant-control
Extroversion (B) - the drive to include and be included
Less extroverted-privacy
Less patient-variety & action
Less formal-just do it
More extroverted-inclusion
More patient-stability
More formal-avoid mistakes
Patience (C) - The drive for stability
Formality/Details (D) - The drive to avoid mistakes
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Experience
Skills
Knowledge
Education &
Training
Attitude & Values
Interests
Intelligence
Physical &
Health
Motivating Needs,
Drives, Aptitudes,
& Styles
The Importance of Behavior
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Position The OfferThe 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 andmatch 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 thejob. 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/lowerexpectations for the first 6 months)
Determine who will take responsibility for
there achievement.
Organized Thoughtful Interviewing and
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Organized, Thoughtful Interviewing and
SelectionProcess to Define, Predict, Guide,and Measure Performance
Interview
Candidates
Select MostQualified
Orient
Train
Review
Performance
Manage
Coach
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THANK YOU FOR
YOUR PARTICIPATION AND
ATTENTION!
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