10 Steps to Hiring Right the First Time
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For audio, it is recommended you dial in A copy of the slide and the recording will be available post webinar Audio: 1-877-668-4493 Access Code: 667 544 236 Event Password: 1234 WebEx Support: 1-866-863-3910 10 Steps to Hiring Right, the First Time! August 13th, 2014 Paula Calderon Talent Management Solutions Consultant
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Hiring an employee is like making an important investment decision, with the candidate representing the capital: human capital. Like any investment decision, you want to make the right choice - the first time. Effective talent acquisition is a complex process. In the hiring, onboarding, and retention process, either you are going to yield a great return for your company, or your actions and processes may result in costly mistakes and turnover.
Transcript of 10 Steps to Hiring Right the First Time
For audio, it is recommended you dial in A copy of the slide and the recording will be available post webinar
Audio: 1-877-668-4493
Access Code: 667 544 236
Event Password: 1234
WebEx Support: 1-866-863-3910
10 Steps to Hiring Right, the First Time!
August 13th, 2014
Paula Calderon
Talent Management Solutions Consultant
AGENDA
2. Objective “Hiring for Fit”
3. 10 Steps for an Effective Hiring Process
5. Benefits of Hiring for Fit
5. Q&A
1. The Consequences of Wrong Hires
4. Focus: Personality in the Hiring Process
1. The Consequences of Wrong Hires
Employers reported that bad hires lowered their company’s productivity and affected employee
morale and even resulted in legal issues
Employee Turnover is due to bad hiring decisions
The cost of turnover is at least one-third of a new hire’s annual salary
69%
80%
Harvard Business Review, 2013
Hiring Site-Career Builder, 2011
30%
Efinancial Careers, 2011
1. The Consequences of Wrong Hires
Hiring the wrong candidate can have a negative
impact on:
► Organizational Performance and Productivity
► Employee Morale and Engagement Levels
► Your Professional Reputation
► Public Reputation and Customer Relationships
► Cost of Recruitment, Onboarding, Training and Turnover
2. Objective “Hiring for Fit”
Culture
Values
Environment
Leadership
Organizational Fit
Tasks
Duties
Responsibilities
Motivation
Job Fit
What is “Fit”?
► Behaviours and Characteristics required to be
successful in an organization and job
3. 10 Steps to Hiring Right
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► Step 1: Know Who You Are Looking For
► Step 2: Target Your Ideal Candidate
► Step 3: Pre-Screen The Applicant Flow
► Step 4: Rank Your Applicants
► Step 5: Interview & Evaluate
► Step 6: Match the Top Candidates to the Position
► Step 7: Check for Red Flags
► Step 8: Make the Job Offer
► Step 9: Integrate Hew Hires
► Step 10: Assess Your Recruitment Process
Step 1: Know Who You Are Looking For
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Knowledge Do they know how to do it?
Skills Do they have a track record/experience of
doing it?
Attitude Do they have the right
“fit” , attitude and motivation for your
company?
► Consult with Hiring Managers and the HR team
– Feedback loop between HR and Hiring Managers
► Consult the Market
– Salary Surveys
– Your Competitors
► Understand the Core Competencies (K, S, A):
– What makes an employee a “top performer”?
– What makes an employee a “low performer”?
What would be the value in replicating your top
performers?
Step 1: Know Who You Are Looking For
Step 1: Profiling Top Performers
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► Top Performers Profiles
► Job Expert Inputs
► Job profile which
describe the ideal
candidate for the role
within your organization
Step 1: Profiling Attitude
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Attitude impacts productivity of the individual; cohesiveness
of the team…and retention of your customers!
►89% of new hires fail for attitudinal reasons.
►Technical skills can be tested, attitude is demonstrated.
►Tips:
– Step 2: profile “attitude” when attracting candidates.
– Step 5: when interviewing, focus on behaviour-based
questions (initiative, conscientiousness) and
VALUES-based recruitment
Step 2: Target Your Ideal Candidate
Your Corporate Brand Differentiator: why do people want
to work for your company?
►The Applicant Search Process: top 3-5 selling features
(professional development, work environment, work-life
balance).
►Writing the Ad: focus on the WHIFM and selling
features of the company – use the AIDA principle!
►Strategic Targeting: non-active, high potential
candidates, diversify avenues, social media, recruitment
partners.
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Step 2: Target Your Ideal Candidate
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Define the Ideal Profile
Write a Job description focusing on behaviour expectations
Screen out inappropriate candidate
Target only candidates who fit within the job profile
Step 3: Pre-Screen the Applicant Flow
►Applicant Resume Pre-qualifying
►Applicant Tracking Systems
►Pre-qualifying Questionnaires
– Emphasis on core competencies
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Are you doing “quality assurance” on your
candidate pool or do you have a resu-MESS?
Are you tracking and analysing the quality of
your candidate application?
Step 4: Rank Your Applicants
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Candidate
1
Candidate
2
Candidate
3
Knowledge (Education, Designations)
3 3 5
Skills (Experience, Accomplishments)
4 1 5
Attitude 3 5 1
Total 10 9 11
Weighting
(% per score)
Step 5: Interview & Evaluate Your
Candidates
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“It takes 20 years to build a reputation, and five
minutes to ruin it. If you think about that, you’ll do
things differently.” - Warren Buffet
Step 5: Interview & Evaluate Your
Candidates
►Focus on building the
relationship and mutual fit.
►Interrogative or
intimidating interview
methods are an outdated
strategy.
►Interview questions should
be linked to the job and the
company.
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Step 5: Interview & Evaluate Your
Candidates
Behavioural-Description Interviews
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Understand the candidates behaviour
Assess the organizational and job fit
Step 6: Match the Top Candidates
to the Position
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► Assess and analyze
personality traits of your
candidates
► Better understand their
personality style
► Evaluate candidate
behavioural preferences
and tendencies in the
workplace
Step 6: Match the Top Candidates
to the Position
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► Compare the
candidate personality
to the job profile to
identify level of fit and
gap areas
► Understand the
energy and effort
required to adjust to
the role
Step 6: Match the Top Candidates
to the Position
► Explore the gaps by asking specific questions that will
determine if the candidate is able to make changes by
“flexing” up or down as required to be successful.
► Second interview or team interview is all about “fit” and
checking gaps.
► Focus on attitude and potential rather than just check-
boxes!
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Step 7: Check for Red Flags
Avoid the ‘Mis-Hire’ and Counterfeit Candidates!
Reference Checking Tips:
► Obtain permission
► Be mindful of legislation (Human Rights, Privacy)
► Plan your questions in advance
► Include additional background checks as needed:
– Criminal
– Credit
– Education verification
– Social media check (LinkedIn)
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Step 8: Make the Job Offer
► Verbal AND written offer
► Communicate how the offer will be presented (email,
hard copy, etc.)
► Make applicable parties available for clarification of your
employment contract
► Give employees a minimum of 48-72 hours to review
and consult with a lawyer (as needed)
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Step 9: Integrate New Hires
“87% of people who leave their organization or their team
do so because of personality conflicts, not capability.”
- Dr. Kurt Einstein
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►Orientation: where do I start?
– Who’s who, introduction to company, introduction to
policies (health and safety, corporate)
►On-boarding: how do I get there?
– Training: systems, “how to”
– Integrating: team members and management
Step 9: Integrate New Hires
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New Employee Direct Manager Peers Subordinates
Facilitate the
communication
Understand key
motivators
Adjust behaviours and
communication styles
Identify the different
personality style
Avoid conflicts
Step 10: Assess Your Recruitment
Process
►Are they fitting into the company culture?
►Have they integrated into their team successfully?
►Have they eased into their role quickly and efficiently?
►Are they productive and contributing at a high level?
►How are you measuring success?
– Revenue increases or decreases?
– Interview to hire ratios?
– Turnover rates? Exit interviews?
– Engagement?
25
Step 10: Assess Your Recruitment
Process - ROI
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►How do you invest in your human capital?
– 50-70% of operating costs are spent on human capital
(hiring, on-boarding, salary, benefits, etc.).
►How do you measure cost per hire?
– Recruitment, selection, interviewing?
►How do you measure performance or return on your
employees?
– Revenue-generation, cost-savings, time-savings?
►How do you measure cost of turn-over?
Step 10: Assess Your Recruitment
Process
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Cost of Turnover Calculator
$36,000 Base Salary $72,000 Base Salary
1
5
20
$36,000 Base Salary $72,000 Base Salary
1
5
20
= $12, 212 =$17,248
= $61,060 =$97,620
=$244,240 =$390,480
Step 10: Assess Your Recruitment
Process
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4. Personality in the hiring process
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Step 1: Know Who You Are Looking For
Step 2: Target Ideal Candidate
Step 5: Interview & Evaluate
Step 6: Match the Candidate & the Job
Step 9: Integrate New Hire
Define “Fit”
Attract for “Fit”
Identify “Fit”
Hire for “Fit”
Reinforce “Fit”
Conclusion: Benefits of Hiring for Fit
30
Hiring Right the
First Time
Performance
Engagement Reputation
Cost
31
FREE OFFER
We’re offering a free 30-minute consultation to discuss on
how to measure your Recruitment process effectiveness.
Contact Paula to take advantage of this exclusive offer!
416.216.1094
32
Q & A
Paula Calderon
Talent Management Solutions Consultant
416-216-1094
Upcoming Webinar:
September 10, 12pm EDT
The ‘How to’ For Developing Great Leaders
Visit: drake-webinars.com
