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10 Steps to Hiring Right the First Time
The document outlines a 10-step process for effective hiring, emphasizing the importance of aligning candidates' personality and values with organizational fit. It discusses the negative consequences of wrong hires, such as decreased productivity and increased employee turnover, and provides strategies for attracting and assessing ideal candidates. A free consultation offer and details for a follow-up webinar are also included.
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10 Steps to Hiring Right the First Time
- 1. For audio, itis 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
- 2. AGENDA 2. Objective “Hiringfor 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
- 3. 1. The Consequencesof 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
- 4. 1. The Consequencesof 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
- 5. 2. Objective “Hiringfor 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
- 6. 3. 10 Stepsto Hiring Right 6 ► 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
- 7. Step 1: KnowWho You Are Looking For 7 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?
- 8. ► Consult withHiring 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
- 9. Step 1: ProfilingTop Performers 9 ► Top Performers Profiles ► Job Expert Inputs ► Job profile which describe the ideal candidate for the role within your organization
- 10. Step 1: ProfilingAttitude 10 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
- 11. Step 2: TargetYour 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. 11
- 12. Step 2: TargetYour Ideal Candidate 12 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
- 13. Step 3: Pre-Screenthe Applicant Flow ►Applicant Resume Pre-qualifying ►Applicant Tracking Systems ►Pre-qualifying Questionnaires – Emphasis on core competencies 13 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?
- 14. Step 4: RankYour Applicants 14 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)
- 15. Step 5: Interview& Evaluate Your Candidates 15 “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
- 16. 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. 16
- 17. Step 5: Interview& Evaluate Your Candidates Behavioural-Description Interviews 17 Understand the candidates behaviour Assess the organizational and job fit
- 18. Step 6: Matchthe Top Candidates to the Position 18 ► Assess and analyze personality traits of your candidates ► Better understand their personality style ► Evaluate candidate behavioural preferences and tendencies in the workplace
- 19. Step 6: Matchthe Top Candidates to the Position 19 ► 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
- 20. Step 6: Matchthe 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! 20
- 21. Step 7: Checkfor 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) 21
- 22. Step 8: Makethe 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) 22
- 23. Step 9: IntegrateNew Hires “87% of people who leave their organization or their team do so because of personality conflicts, not capability.” - Dr. Kurt Einstein 23 ►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
- 24. Step 9: IntegrateNew Hires 24 New Employee Direct Manager Peers Subordinates Facilitate the communication Understand key motivators Adjust behaviours and communication styles Identify the different personality style Avoid conflicts
- 25. Step 10: AssessYour 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
- 26. Step 10: AssessYour Recruitment Process - ROI 26 ►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?
- 27. Step 10: AssessYour Recruitment Process 27 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
- 28. Step 10: AssessYour Recruitment Process 28
- 29. 4. Personality inthe hiring process 29 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”
- 30. Conclusion: Benefits ofHiring for Fit 30 Hiring Right the First Time Performance EngagementReputation Cost
- 31. 31 FREE OFFER We’re offeringa free 30-minute consultation to discuss on how to measure your Recruitment process effectiveness. Contact Paula to take advantage of this exclusive offer! pcalderon@na.drakeintl.com 416.216.1094
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- 33. Paula Calderon Talent ManagementSolutions Consultant pcalderon@na.drakeintl.com 416-216-1094 Upcoming Webinar: September 10, 12pm EDT The ‘How to’ For Developing Great Leaders Visit: drake-webinars.com