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YOU KNOW WHO YOU WANT TO HIRE, NOW
WHAT?PROPERLY VERIFYING AND ON-BOARDING NEW
TALENTPRESENTED BY: BROCK H IGG INS | 23 SEPTEMBER 2015 | R ICHMOND, BC
The Final Steps in the Selection Process
REFERENCES
BACKGROUND CHECKS
BEHAVIOURAL ASSESSMENTS
ONBOARDING
Step 1 Step 2
REFERENCES Caution Back Door Checks !!! -- Confidentiality is essential
Contact Referees ahead of time to schedule a telephone call and provide the Referee with the position profile and job description
Tailor your reference questions to competencies for the role and fit for the department and/or organization
4-6 References are best with a minimum of 3 individuals that the candidate has reported to in some capacity
QUICK TIPS Develop a game plan for each specific reference. Generally references will be
positive. Make it your challenge to find weaknesses.
Ask open ended questions (avoid yes or no answers). When they provide adjectives,
ask for a specific example.
Keep the conversation focussed on the specifics of their work and accomplishments;
validate their resume.
5 MUST ASK REFERENCE QUESTIONS
Why did {Candidate’s Name} leave the organization?
Based on what you know about {Candidate’s Name} and this role, would you recommend them?
A development plan is key for any individual and organization. What would you include in
{Candidate’s Name}’s development plan to ensure they are successful in this role.
Conflict is inevitable in any organization. Tell me about a time where {Candidate’s Name}
encountered conflict or had difficulty with another employee. How did they handle the situation?
Is there anything in {Candidate’s Name} personal or professional life that could affect his/her
ability to do this job?
BACKGROUND CHECKS / CRIMINAL RECORD
CHECKS Prior to their interview, ask the candidate the following:
“We will be completing a background check which will include a criminal record check, financial record check and a verification of
credentials, are you fine with this? Do you have any issues or concerns you would like to discuss?”
USE GOOGLE
CRIMINAL RECORD CHECKS ONLY SHOW CONVICTIONS, NOT
CHARGES
FINANCIAL: IDENTIFIED BANKRUPTCY SHOULD
BE DISCHARGED IF HANDLING FINANCES
EDUCATION/CREDENTIAL VERIFICATION
“The percentage of people who lie to potential employers is substantial, says Sunny Bates, CEO of New York-based executive recruitment firm Sunny Bates Associates. She estimates that 40% of all résumés aren’t altogether aboveboard.” - Forbes Magazine, May 23 2006
“58% of hiring managers, in a recent survey by CareerBuilder.com, said they had spotted exaggerations or outright fabrications on resumes, and one in three (33%) said the problem has grown worse since the recession.– Fortune Magazine, September 10 2014
IMPORTANT TO KNOW
“SterlingBackCheck is a rapidly growing firm in the field of Human Resources Outsourcing. With thousands of clients ranging in size from 10 to 150,000 employees, BackCheck is a leading provider of pre-employment due-diligence.” Online Ordering and Paperless Consent with eConsent Credit and Criminal Record Check: $83.00
To learn more about BackCheck services:Phone: 1-866-881-2011
Email: [email protected]
WORKPLACE BIG FIVE
WORKPLACE BIG 5 PERSONALITY ASSESSMENTS USED IN WORK AND SCHOOL
SETTINGS
Based on Five-Factor Model of Personality, the current best practices standard for Psychologists
With only 107 questions, busy workers find the personality assessment easy to complete online in only 10 – 15 minutes
Coefficient alpha of .83 is among highest of all assessments and in compliance with all International Test Commission standards
A workplace friendly vocabulary providing an uncomplicated way of understanding potential
WORKPLACE BIG FIVE PROFILE
BEHAVIORSPREDICTS CAPACITY TO BE ENERGIZED BY OVER 50 JOB SKILLS AND COMPETENCIES
EMOTIONAL INTELLIGENCEPROJECTS POTENTIAL LEVEL OF EI
USING 13 EMOTIONAL COMPETENCIES
PERSONALITYMEASURES 5 SUPERTRAITS AND 19
SUBTRAITS TO UNDERSTAND STYLE AND FIT
Behaviors
Past Experiences
Emotional Intelligence
Critical Thinking
Values
Personality
“STRENGTHSFINDER” AUTHOR TOM RATH
The Clifton StrengthsFinder is the culmination of more than 50 years of Dr. Donald O. Clifton's lifelong work: leading millions of people around the world to discover their strengths. In 2002, Dr. Clifton was honored by an American Psychological
Association Presidential Commendation as the Father of Strengths-Based Psychology.
The book became a New York Times bestseller and Amazon's bestselling book of 2013 and has sold more than 4 million copies .
“People who use their strengths every day are six times more likely to be engaged on the job. Teams that focus on their strengths are 12.5% more productive. Coach the people you lead to improve their performance.” -Gallup
BROCK’S 5 STRENGTHS Achiever Adaptability Competition Futuristic Ideation
ONBOARDING IS A MUST 1/3 of New Managers will leave within their first 18 months
-Right Management 2005 Study
The more senior the role, the more time needed for onboarding
Mentorship & Support needed at a high level specifically for cultural transition
“Were they an idiot before you hired them or did you make them an idiot?”
- Brian
TURNOVER FACTS New employees who went through a structured onboarding
program were 58% more likely to be with the organization after three years - The Wynhurst Group12
Many companies leave executive onboarding to chance, and as a result, experience failure rates in excess of 50% when it
comes to retaining new executive talent – Egon Zehnder International, 20075
(Source: http://www.thewynhurstgroup.com/press/ArticleMay07_HelpNewHires.pdf)
TURNOVERS CAN COST UP TO 10X MANAGER’S
SALARYDIRECT COSTS
RECRUITMENT
RELOCATION
SEVERANCE
PARACHUTE CLAUSE
INDIRECT COSTS
PRODUCTIVITY
MORALE
REPUTATION
WHAT SHOULD YOU INCLUDE IN AN ONBOARDING PLAN??
Org Chart/Map of Facilities & Offices
Contact Lists
Company Literature
Welcoming Phone Call
Introduction of new employee to workforce
Tech Set Up
Cultural Protocols (key for Aboriginal organizations)
Background Bios on Leadership, Organization, Community, Financials
Housing/Relocation Planning
Designating Champions
ONBOARDING PLANS NEED… 1-2 people must be dedicated to onboarding the new leader
Provide a written onboarding plan Provide clear objectives of expectations for the first 6
monthsSchedule meetings with leaders, direct reports, staff and
stakeholders in advance
“THE FIRST 90 DAYS” AUTHOR MICHAEL D. WATKINS
A road map for taking charge in the first 90 days of a new executive position.
THE BREAKEVEN POINT
- Harvard Press: The First 90 Days by Michael Watkins
