Smart Sales HiringHow to Hire Difference Makers

Presented by Troy Harrison

Troy Harrison International

Hiring Smart

Have you ever hired someone who did not reach your expectations?

What makes a great employee?

What Makes a Great Employee?(Common Answers)

• “ uhh . . . you know, hungry, motivated, have a great attitude and high energy!”

• “I know it when I see it!” (Because instinct is infallible)

• If you are GREAT at hiring…can you replicate or delegate it?

What Makes a Great Employee?(End In Mind Hiring)

• The person hired is TRAIT FIT for the job.

• Skilled enough to do the job.

• Value and Principle aligned with the manager and the organization.

• Do YOUR top performers meet these characteristics?

Why Hires Fail• Not hiring for Traits or Value Alignment – only focus is

on Skills and Knowledge

• Entire Interview process based on Experience, Skills and Knowledge

• GUT INSTINCT hires!

The Number to Remember!

63

Hiring Smart

Hiring Smart

Problems withAntiquated Hiring Practices

63% - 4.3 Minutes

Faulty Information

• “Exaggerated” resumes

• Trained interviewees

• Past employers

• References

Post Selection System

Poor Job Matching

• Training - 41%

• Personality - 67%

“Instinctive” Hiring

Hiring Smart

There are 3 Places toFix People Problems

Selection Process (prevention)

Coaching & Training (changing behavior)

Replacing the Employee

Hiring Smart

Cost of Fixing Problems Selection Process

(relatively inexpensive)

Coaching & Training (also relatively inexpensive)

Replacing the Employee(VERY EXPENSIVE)

You’re Using the Wrong Paradigm!

• Have a winning PROCESS and FOLLOW IT

• Seek to EXCLUDE first….then INCLUDE

• Don’t get EMOTIONALLY INVOLVED

Establish a Process

• Build a Wide Candidate Pool

• Phone Screen

• Resume’ Focused Interview

• Due Diligence

• Behavioral Interview

• Third Party Assessment

The KEY To End in Mind Hiring

SPOT THE RED FLAGS!

• PEOPLE WILL TELL YOU HOW THEY WILL FAIL!

• Personal Habits

• Behavior

• Falsehoods

• Probing History

• Red Flags can show up anywhere in the process

What You’re Up Against

The Key to a Winning Interview

• Preparation! Instead of general questions, build questions around the job

• What behaviors and traits make someone successful?

• How would you expose those (or lack thereof) during the interview?

More on Interviewing

• Don’t tell them what YOU seek – have them tell you what THEY are first! (The reverse makes you easy pickings)

• One lie = disqualification!

• Are you asking questions designed to expose red flags?

Due Diligence

• A. Reference Checks

• B. Education Credentials

• C. Criminal History

• D. Past Employers

• E. Driving Record Report

• F. Social Security Verification

• G. Credit Reports – CAUTION

• H. Social Networking

Behavioral Interviewing

• Behavioral interviewing seeks to establish job fit by matching past situations and actions to likely future situations

• “Tell me about a time when you….”

• Proper answer – STAR: Situation, Task/Action, Result

• Press for DETAILS – “What I did,” not “What I would do”

Third Party Assessments

• A VALID third party assessment is INVALUABLE

• Should expose Behavioral Traits, Value Alignment, and Success Patterns tailored to job specifics

• Should include a TECHNICAL Manual

Planning the Hire Steps

• Define the Job (Job Description)

• Define Key Performance Metrics

• Have you had a successful person before? What made them successful?

WRITING THE AD

• Hiring isn’t just an HR project; it is a MARKETING project.

• You are competing with other companies for the CORRECT person for your job opening.

• It starts with the ad.

A GREAT AD

• Long Copy Sells!

• Your ad should explain why the candidate should be absolutely dying to work for you, in this position.

• Cast a WIDE net – you can always say ‘no’ to those who approach you

Parts of the Ad

• Catchy Headline (Clickbait)

• Marketing Copy (draw them in)

• List of necessary qualifications

• List of what you’ll provide (include money)

• Closing

• Contact Info

Where to Advertise

• CareerBuilder – High Quantity with Decent Quality

• LinkedIn – Low Quantity with Typically High Quality

• Industry Sites – if you’re willing to relocate

• Craigslist – Depends on Market; some places get good response, others get zero

• Try them all!

RED FLAGS

• A “RED FLAG” is a disclosure of information that makes the candidate incompatible with your needs. Common red flags include:

• Lying

• Personal Behavior (Lateness, sloppiness, etc.)

• Job Details that don’t match up

• Clarification of information (for instance, thinking a salesperson is a prospector but really isn’t)

Conducting the Interview

• YOU control the interview! Be courteous but firm. Here is your format:

• Introduction

• ‘Ice Breaker’ Questions

• Resume’ Focused Questions

• Their Questions – at least ¼ of interview

Ice Breakers

• Give me the overview on you and what you’re all about.

• What do you know about my company?

• What interested you about this job?

• What specific qualities do you have that would help you perform well in it?

• WATCH FOR RED FLAGS

Resume’ Focus Questions

• Describe Your Job Duties.

• How was your performance measured?

• How did you perform against those measurements?

• What was your income starting and year by year?

• Explain this accomplishment – how did it happen?

• Your questions from the resume’ review

Their Questions

• You should allow time for their questions (at least 15 minutes of a 1 hour interview).

• Their questions are an opportunity for insight into them – they should ask GOOD questions about more substantive matters than vacation policy. Detail confirmation is OK but they should ask at least one or two good questions about your company or the position.

Closing the Interview

• Describe the next step if they ask; if they don’t, don’t.

• Thank them for coming in, tell them that you’re talking to a number of candidates, and second-round interviewees will be contacted.

RED FLAGS – DO NOT cut slack!

• Lateness

• Unprofessional dress or demeanor

• Not being prepared – no writing materials, no resume’, etc.

• Evasiveness

• Untruthfulness

After Interview Evaluation

• An evaluation worksheet is provided on page 31 of your workbook. Use it or your own, but write down evaluation IMMEDIATELY after the interview. Allow at least 15 minutes between interviews to do this.

• Evaluate honestly but fairly; give an up/down rating then.

Due Diligence Steps

• Criminal Background (Inc. Sex Offender)

• Reference Checks

• Education Credentials

• Driving Record

• Credit Record (BE CAREFUL)

Behavioral Interviewing

• Developed in the 70s

• Seeks to establish “job fit”

• Now we can become INCLUSIVE

Pitfalls

Break the Silence.

Tell the Candidate How Long the Interview Is.

Allow Generalizations.

End on a Bad Example.

Sell the Job, or Company.

Hiring Smart

Shaded areas indicate the Job Match pattern. Job Match patterns show requirements for the jobs in your company

Use these patterns for:

Placement

Retention

Training

Promoting

Managing

Planning

The Job Match Pattern

Hiring Smart

Measures

Can the

person do

the job?

How will the person do the job?

Will the

person do

the job?

Thinking Sytle(CAN)

Mental Ability Should MatchEven the NFL uses mental ability as a factor, but far

from the sole factor.

“In general, Mr. Reese [general manager of the Tennessee Titans] says he prefers smart players

who might lose the occasional physical battle over the gifted athletes who struggle to learn the

system and make silly mistakes.”

“The NFL’s Smartest Team,” The Wall Street Journal, September 30, 2005. W10.

Behavioral Traits(HOW)

Occupational Interests(WILL)

Phases of Onboarding

• The Basics

• Relationships or Socialization

• The Culture

• The Job

Phase One: The Basics

• Paper work

• Basic technology training

• Pre-first day options

Phase Two:Relationships

• “The Welcome Wagon” / “The Guest Experience”

• Entry experiences done in combination with other new hires, if possible.

• Mentors or experienced role models.

• Affirmation.

• Network of contacts.

Phase Three: The Culture

• Rules, principles and values the maintain the integrity and identity of the company

• Understanding the influence structure as well as the formal/informal relationships

• History – traditions, customs, myths, personal backgrounds of colleagues

Phase Four: The Job• Preparation and scheduling.

• Tools to do the job.

• Understanding the alignment – vision, mission, strategies, job.

• Job shadowing/coaching.

• Progressive learning activities, with time frames for completion.

Desired Outcomesfor Employee

• “I understand how things are done around here.”

• “I have co-workers that I can go to for questions or for friendship.”

• “I feel comfortable with how to do my job.”

• “I made the right choice!”

Desired Outcomesfor the Supervisor

• “I have built a high level of trust with this new employee.

• “I have clearly communicated expectations.”

• “I have fully prepared him/her to fulfill the responsibilities of this job.

• “His/her performance is on target.”

Desired Outcomeof the Sales Manager

• “The performance of this individual meets or exceeds expectations in the job.”

• “The employee demonstrates commitment and enthusiasm for being a part of this organization.”

• “This person’s attitude and behavior are consistent with the stated values of this organization.”

The Bottom Line

• Attract & retain the best and the brightest.

• Build brand appeal.

• Accelerate productivity.

• Maximize ROI for recruitment and selection.

Questions?

For More:

• www.TroyHarrison.com

• Available for Training, Consulting