Process for Recruiting, Selection & Training of Sales People Effective ways to staff-up for an expanding new car market!

Transcription

1 Process for Recruiting, Selection & Training of Sales People Effective ways to staff-up for an expanding new car market! With Steve Nickelsen of Nickelsen Partners Moderated by Mike Bowers, Executive Editor, DealersEdge Thursday, May 19, :30pm ET Steve Nickelsen, Nickelsen Partners Steve Nickelsen, CEO of Nickelsen Partners LLC, has focused on improving dealership net profit for the past 25 years. In his personal consulting to dealers and as leader of other consultants, he has worked with more than 8,000 dealers, general managers, and sales managers to improve their businesses, and he has trained more than 20,000 automotive salespeople. His clients include some of the most profitable automotive organizations in North America, as well as some with among the highest customer satisfaction and retention. He is a frequent speaker for companies and conventions related to the automotive industry, and he has been the highest-rated speaker at NADA. In addition to working directly with car dealers, he has worked with OEMs and importers to help them improve the sales, profitability, effectiveness, and satisfaction of their dealer bodies. Examples of his work include: For a group of domestic-brand dealerships, helping them rise from average to outstanding sales performance (including making their largest store the #12 Chevrolet store in the U.S. in sales) by coaching the dealer and his management team. For a dealer with both import and domestic stores, enabling the dealer to achieve greater profitability -- and happiness -- by helping him define and implement consistent, effective processes for major dealership activities, particularly the vehicle selling process, thereby creating an earned confidence that the operations were stable and under control. For a Canadian importer, helping them achieve month-over-month sales growth in an otherwise declining market, by creating and conducting a series of targeted performance workshops. For a distributor of Toyota vehicles, helping them grow their market share by more than 15% over two years, through work with the distributor and directly with their dealers.

2 New Processes for Recruiting, Selecting, and Training Salespeople and Other Positions A DealersEdge WebCast with Steve Nickelsen CEO, Nickelsen Partners, LLC Produced by Steve Probst President, Nickelsen Partners, LLC May 19, 2011 Your Presenter Today: Steve Nickelsen CEO of Nickelsen Partners, LLC Nickelsen Partners, LLC is in the business of increasing dealership profits. We do that through: Identifying, creating, and sharing best-practice ideas Working closely with our clients to implement those ideas through consistent processes, people development, appropriate technology, and supportive incentives Providing focused tools to support execution and enable the management of those processes In that course of that work, we have worked with more than 8,000 dealers, general managers, and sales managers and have trained more than 20,000 salespeople. Page 4

3 In Just the Past Year, Car Dealer Clients of Nickelsen Partners Have: Increased year-over-year new-car sales by at least 75% at each of several stores within six months of retaining us Doubled used-car sales in just a few months Increased service revenues enough to pay for our consulting engagement in just five days Established cutting-edge centralized usedvehicle management processes that supported dramatic increases in used-car sales and inventory turns Turned a loss of over $80,000 per month into a profit in four months Page 5 Today s Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 6

4 Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 7 Why have a R, S & T process? Improve selection success Fewer wrong hires Fewer missed hires Most interviewers have a sales orientation Selling the job will increase long term mistakes Page 8

5 Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 9 How Many Do I Need to Hire? What I Need to Have - = What I Already Have What I Need to Hire Page 10

6 How Many Do I Need to Hire? What I Need to Have Sales goals Customer count during peak times Expected sales per salesperson Salesperson roles: Internet leads? Phone leads? Prospecting? Other? - = What I Already Have What I Need to Hire Page 11 How Many Do I Need to Hire? What I Need to Have Sales goals Customer count during peak times Expected sales per salesperson Salesperson roles: Internet leads? Phone leads? Prospecting? Other? - = What I Already Have Current sales staff Excluding C players Expected retention of existing staff Current sales per salesperson and whether that will be sustained What I Need to Hire Page 12

7 How Many Do I Need to Hire? What I Need to Have Sales goals Customer count during peak times Expected sales per salesperson Salesperson roles: Internet leads? Phone leads? Prospecting? Other? - = What I Already Have Current sales staff Excluding C players Expected retention of existing staff Current sales per salesperson and whether that will be sustained What I Need to Hire Number of successful hires Number of recruits to yield that number of successful hires Page 13 A Formula for How Many Do I Need to Hire? Take your goal for two months out If it is 100 new and used, divide that number by 10 (some use 12) Take into account your current staff s sales rate. If you have two salespeople selling 20 plus, you might need fewer people. Ask yourself, how many of the 20 are repeat for those veteran salespeople? That means that you should have a staff of 8 to 10 salespeople. 100 units divided by sales per person And you will need to hire more than that if you expect that some new hires won t work out Page 14

8 Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 15 How Do I Attract Them? Ask yourself, What kind of people do I want to hire? Then ask yourself, What do those people seek in a job? Income Security Image Hours Benefits Hourly at $15 might attract more candidates that the chance to make $60,000 or more. Call the opportunity something other than car sales Retail associate Customer relationship manager Product specialist Page 16

9 How Do I Attract Them? Videotape current salespeople and put them on YouTube This salesperson was referred by her cousin, the service manager. She sold 15 her second month! Page 17 Does Your Website Help Attract Them? Why not invite potential applicants? Make sure nothing on your website would drive away your best target hires. Page 18

10 Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 19 Where Do I Find Them? Current employees Networking Your dealership Places where they currently work Malls, outside sales, etc. Internet CraigsList, College recruitment sites, employment sites Job Fairs Places you go Have a card created we re looking for people that give great service like YOU! Recruiting is never-ending. Page 20

11 Current Employees Tell them what s in it for them Dealership market share growth The pie will get bigger Offer an initial fee and another for retention after 90 days Page 21 Your Dealership Put up posters like Bill Stasek did in Chicago Showroom Waiting areas F&I office Service lane Loaner cars Shuttle van to your current customers Page 22

12 Your Dealership Or like Mike Patton Auto in LaGrange, Georgia Showroom Waiting areas F&I office Service lane Shuttle van Page 23 Sample Ad for CraigsList or Other Media Page 24

13 HERE IS A SAMPLE POWERPOINT FOR A DEALERSHIP JOB FAIR Page 25 This could be the start of something really big Page 26

14 Business is great! Sales are UP! Our Ford, Honda and Chrysler stores are all breaking sales records! Our biggest department pre-owned is now the area s largest! Page 27 The Agenda Tell you about Mike Patton Auto Group Help you understand the job You ll meet some of our sales consultants We ll answer your questions If you d like to continue, we d like you to fill out a brief questionnaire with references We d like you to take an on-line assessment that will help both of us better understand how well you ll fit in this profession Page 28

15 Mike Patton Auto Family Established in Our mission statement is Our vision is Our values are Today it is led by Key managers are Page 29 You ll join over 20 other professionals If selected, you ll be given over 35 hours of classroom training and over 24 hours of shadowing You ll be expected: To have a great value system To be upbeat and positive to be at the dealership for hours a week (you ll have a schedule) To learn about the product To be an active team member Page 30

16 Meet a Sales Consultant Been selling at MPAF for 7 years Married with 3 kids Enjoys fishing and golf Sold 143 cars and trucks last year, and earned over $52,000. Page 31 Your questions Page 32

17 If you d like to continue Stay seated and we ll give you a short application to fill out. IF THIS ISN T FOR YOU Please feel free to leave at this time. We have a coupon for you for $100 off of your next vehicle purchase and a coupon for a free oil change at one of our dealerships Page 33 CHRIS PATTON DEALER Thanks for coming! Best of luck! Page 34

18 Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 35 How Do I Improve My Odds of Hiring the Right People? Think of hiring 1 in 5, or 1 in 10. An Apple store that just opened in Akron had over 300 apply, interviewed 55, and hired 16. Southwest Airlines used existing flight attendants to interview candidates. They must get through the attitude door before anything else is measured. Let go of the you can t find good people paradigm. Rethink your searching processes. Have a disciplined selection process. Page 36

19 The Hiring Funnel of Success Understand the job Recruit a lot of candidates Screening interview Personality assessment Reference checks Selection interview Validate assessment Home interview (opt.) Hiring interview Page 37 The Hiring Funnel of Success Stop Stop Stop Understand the job Recruit a lot of candidates Screening interview Personality assessment Reference checks Selection interview Validate assessment Home interview (opt.) Hiring interview Page 38

20 Screening Interview Preparation for the Screening Interview Where will you hold the screening interview? Provide a quiet, private room Provide comfortable seating and room temperature Avoid interruptions Hold calls Turn off your cellphone/smartphone Your goal is to eliminate misfits and to look for a thread of success Page 39 Screening Interview Preparation Have the job description complete and in writing Know the characteristics/ qualities of the person you are looking for in this job Have a checklist of topics to cover and key questions Allow adequate time You ll get better selection if your process has a second interview Some companies have someone from the job s peer group conduct the second interview not a manager. Page 40

21 Hiring Process Forms Required You will need the following forms to conduct your interviews: Job Description Job Application Reference Forms Behavioral Evaluation log-in Any other required Company forms Page 41 The Screening Interview The Process 1. Establish rapport Offer introduction/welcome Relax the candidate Make small talk to put the candidate at ease and break down barriers Page 42

22 The Screening Interview The Process 2. Establish the structure Lay out the ground rules Explain how you are going to conduct the interview and that there will be another interview today (if applicable) Page 43 The Screening Interview The Process 3. Give an overview of the job Give a brief explanation of the job you are seeking to fill If they sold cars someplace else, tell them how you are different Do not go into detail on the job at this point, but be sure to cover any extraordinary requirements, such as unusual hours Page 44

23 The Screening Interview The Process 4. Ask questions Ask long questions first Use the job application for the easy questions, and fill in any blanks or questions you have after reviewing the job application Sell the company or exit the candidate at this point Tell the applicant about the company, background, and future Page 45 The Screening Interview The Process 5. Be enthusiastic and positive in this phase 6. Ask a temperature question Get a preliminary commitment from the candidate to continue. Page 46

24 The Screening Interview The Process 7. Explain the company hiring process If there is a positive response and you also feel positive, explain the hiring process to the applicant and make him/her a candidate for the job. Tell the candidate that part of the hiring process is to complete a Behavioral Evaluation. It is not a test; there are no right or wrong answers. Tell the candidate, It is important for us to validate the behavior evaluation with you. Page 47 The Screening Interview The Process 8. Obtain commitment Ask, Based on what you have heard so far, would you like to be considered a candidate for the job? Tell them how to take the on-line behavioral evaluation. Page 48

25 Sample Screening Interview Questions 1. One of the things we want to talk about today is your work experience. Would you tell me about your last job? 2. What were some of the things on your job you feel you did particularly well, or in which you achieved the greatest success? 3. Why do you feel this way? 4. What basic services can you now perform? What specific skills do you have? 5. What were some of the things about your job that you found difficult? Why do you feel they were difficult? 6. What are some of the problems you encounter in doing your job? Which frustrates you the most? What do you do about them? NOTE: Be sure to follow all laws about what you are and are not permitted to ask candidates. Page 49 Sample Screening Interview Questions 7. In what ways do you feel your present job has helped you to take on even greater responsibilities? 8. Do you consider your progress on the job as representative of your ability? Why? 9. What are some of the reasons you had for leaving your last job? (Always look for more than one reason for a voluntary resignation.) 10. How many hours do you feel a person should devote to his/her job? 11. What are some of the areas about which you and your supervisor disagreed? 12. What do you feel were your supervisor s greatest strengths? Weaknesses? Page 50

26 Sample Screening Interview Questions 13. How do you feel your supervisor rated your job performance? What evidence do you have to support this conclusion? 14. With what kind of people do you like to work? With what kind of people do you find it most difficult to work? How have you successfully worked with this type of person? 15. How would you describe yourself? 16. What do you feel you could most improve about yourself? 17. What would you consider your greatest strength? 18. What are some of the things in a job that are important to you? Why? Page 51 Sample Screening Interview Questions 19. What are some of the things you would like to avoid in a job? Why? 20. What is your overall career objective? What are some of the things outside of your job that you have done, or that you plan to do, that will assist you in reaching this objective? 21. What kind of position would you expect to progress to in five years? Ten years? 22. Would you be willing to occasionally work overtime? 23. Why are you interested in seeking new employment? 24. Why did you choose our company to apply for a job? Page 52

27 The Hiring Funnel of Success Understand the job Recruit a lot of candidates Screening interview Personality assessment Reference checks Selection interview Validate assessment Home interview (opt.) Hiring interview Page 53 Personality Assessment Understand a candidate s personality, to predict how well an individual will: Be able to do a job Be comfortable doing it Receive satisfaction from it Several excellent evaluation tools are available. Page 54

28 Personality Assessment Useful for managing current staff as well as for recruiting and selection Just one tool in the hiring process and should not be used by itself to make a hiring decision Important that the personality assessment report be validated with the candidate Page 55 The Tool We use two questionnaires created by TTI. These are administered over the Internet, so the candidate can fill them out either at the dealership or at home. DISC: Dominance Influence Steadiness Compliance Ranked as high/medium/low on each of those four factors Each factor independent of the other three Motivators Money, power, art, charity, traditional/religious, and learning Ranked as high/medium/low on each factor Scores must average out to medium across all six factors (if high on one then must be lower on at least one other) Page 56

29 DISC Describes How Individuals Tend to Respond to Their Environments Dominance: responding to problems or challenges Mild, agreeable, unobtrusive Influence: getting other people to agree with you Critical, moody, pessimistic Steadiness: responding to the pace of the environment Flexible, impetuous, impulsive Compliance: responding to rules and policies Arbitrary, unbending, careless with details Hesitant Logical Active, Alert Stubborn Decisive Warm, Polished Predictable Systematic Demanding, driving, ambitious Effusive, inspiring, magnetic, political Phlegmatic, resistant to change, passive Evasive, worrisome, careful Page 57 DISC Describes How Individuals Tend to Respond to Their Environments Dominance: responding to problems or challenges Mild, agreeable, unobtrusive Influence: getting other people to agree with you Critical, moody, pessimistic Steadiness: responding to the pace of the environment Flexible, impetuous, impulsive Compliance: responding to rules and policies Arbitrary, unbending, careless with details Hesitant Logical Active, Alert Stubborn Decisive Demanding, driving, ambitious Good car salespeople usually Effusive, score inspiring, very Warm, Polishedhigh magnetic, on Dominance political Predictable Systematic Phlegmatic, resistant to change, passive Evasive, worrisome, careful Page 58

30 This Person Tends to Be relatively forceful and self-confident, but does not try to dominate excessively Try to influence people with facts rather than with force of personality and to be more comfortable with facts, relatively pessimistic Act deliberately, rather than acting impulsively or not acting at all Be systematic and cautious, planning ahead and complying with policies wherever possible Page 59 There Are Six Motivators, and the Relative Influence of Each Is Different for Each Individual Theoretical/learning: A passion to discover, systematize and analyze; a search for knowledge Utilitarian/economic/money: A passion to gain return on investment of time, resources and money Aesthetic/art and beauty: A passion to add balance and harmony in one s own life and protect our natural resources Social/charitable: A passion to eliminate hate and conflict in the world and to assist others Individualistic/political/power: A passion to achieve position and to use that position to influence others Traditional/religious: A passion to pursue the higher meaning in life through a defined system for living Page 60

31 Sales Success Relative to the Six Motivators 90% Average 80% 70% High Performer 60% Very High Performer 50% 40% 30% 20% 10% 0% This example is from a study of salespeople in the financial services industry. Page 61 TTI Reported that 72% of Top Sales Leaders in the U.S. Were Primarily Money-Motivated Utilitarian/Money: 72% Utilitarian/Money Theoretical/Learning Traditional/Religious Social/Charity Aesthetic/Art Individualistic/Power Page 62

32 Using TTI To help you get acquainted with this tool, we re offering a onetime evaluation for $55. All additional assessments of the DISC and Motivators are $75. We ll give you your own ID number to administer them at any time. Results are available immediately. These and other tools are also available from other sources. Page 63 The Hiring Funnel of Success Understand the job Recruit a lot of candidates Screening interview Personality assessment Reference checks Selection interview Validate assessment Home interview (opt.) Hiring interview Page 64

33 Reference Checking Before you commit to the next level of the hiring process, you must check your candidate s references. Get accurate and current information on the candidate Verify information you already have Avoid the temptation to skip this step Can help avoid hiring disasters Page 65 Reference Checking Do the checking yourself Have questions ready Talk to the candidate s immediate supervisor and not the personnel department Begin verifying the information you have Ask questions Describe the job for which the person is being considered Express appreciation Many companies today will only verify employment dates and pay range or ask you to submit a request in writing. You can use the following questions to conduct a reference check over the telephone. Page 66

34 Telephone Reference Check 1. I wish to verify some of the information given to us by. He/she is applying for a position with our company. Do you remember him/her? 2. What were the dates of employment? 3. What was his/her position when he/she left? 4. He/she stated that he/she was earning $. Is this correct? 5. Was all compensation salary? 6. How would you rate his/her performance? 7. How did he/she get along with peers? 8. Why did he/she leave? 9. What did you think of him/her? 10. How much supervision did he/she require? 11. Would you re-hire? 12. Is there anything else you can tell me about him/her that might aid in my decision for this job? Thank you for your time. Page 67 The Hiring Funnel of Success Understand the job Recruit a lot of candidates Screening interview Personality assessment Reference checks Selection interview Validate assessment Home interview (opt.) Hiring interview Page 68

35 Selection Interview This interview should take about an hour. Purpose: Validate the personality assessment Detect and learn all you can about the candidate Determine whether the candidate can and will do the job Gain additional insight or knowledge about the candidate Page 69 Selection Interview The method for conducting a Selection Interview is similar to that for a Screening Interview. Establish rapport Explain the process Validate the Personality Assessment results Ask exploratory questions Conduct the investigative phase Sell the company and job or exit: ask temperature question Address concerns Obtain commitment and appointment for next meeting Page 70

36 Establish Rapport Welcome the candidate back again Relax the candidate Offer refreshment Make small talk Ensure privacy Provide quiet surroundings (not in a public place) Allow no interruptions Plan your time for at least two hours Avoid interviews around lunch or late in the day Explain the Process Explain to the candidate what will happen in this interview Page 71 Validate the Personality Assessment Results The purpose is to validate the accuracy of the Personality Assessment. Tell candidate what you are going to do Begin with reviewing the evaluation and its purpose Read the evaluation for each area read only the positives Get agreement or disagreement and ask why Bridge to an exploratory question After the exploratory questions, continue with the investigative phase Page 72

37 Ask Exploratory Questions The purpose is to gain information and insight on the personal history of the candidate. A possible scenario: Interviewer: I want to find out a little more about you. Sit back and relax. Put your inhibitions in your back pocket and tell me about yourself from the time you started your first job. If this is your first job, begin from the time you started college or high school. Candidate: Gee, I can t remember back that far. Interviewer: [See list of questions on next slide] Page 73 Ask Exploratory Questions What was your first job? Where did you work? How did you get the job? What school were you attending? In what town? Where did you live? How were your grades? Did you play any sports? What were your hobbies? Did you take any memorable trips? How would your teacher, classmates or peers describe you at that time, if I asked them today? What were your favorite subjects? What were your least favorite subjects? Page 74

38 Ask Exploratory Questions Then move the candidate up through his/her jobs to the present time. Don t allow the candidate to rush through this phase. You may have to keep bringing the candidate back by asking layering questions and open-ended questions. That s interesting, tell me more. How would your teachers and classmates describe you during that time? What was your most memorable experience during high school (college)? Why? If you could go through high school or college all over again, what would you do differently? When did you decide what type of work you wanted to do? How? Why? What were the most difficult choices you had to make in high school (college)? Why do you say that? Page 75 Ask Exploratory Questions This is the phase of the interviewing process where you want to get as much personal history as you can. This line of questioning is easy for candidates. They are talking about their past experiences. It will be difficult to give pat, canned or prepared answers. Most likely, candidates have never been asked these types of questions by an interviewer. This will also relax candidates, and you will notice that when they start reliving some of their past experiences they will smile and share a laugh with you. Page 76

39 Ask Exploratory Questions This phase will break down the barriers and make it easier for you to get real answers and get to know the real person when you move on to more difficult, penetrating questions. Most candidates are coming to you prepared to role play (act out) the interviewing process. They have a script memorized in their mind about the types of questions you will ask and the proper responses to those questions. It is your responsibility and role to break through the role playing and get to the real person. You can only do this by breaking down the facade of play acting. The sequence of the exploratory interview is as important as the questions asked. The sequence sets the stage for the closing act. It s like a play: Act 1, Act 2 and Act 3. What do you think would happen if you went to a play and it skipped Act 1? Page 77 Ask Exploratory Questions: Investigative Phase This phase is designed to ask penetrating questions to elicit information that would remain unknown or obscure. It will determine if you want to continue with the candidate. Ask open-ended questions. Ask penetrating and layering questions Break down the barriers arid get through the role playing Be a good listener Make a decision: Do you want to continue with the candidate or exit? Page 78

40 Sample Questions to Ask in the Investigative Phase 1. How would you best describe yourself? 2. What makes you interested in this job? 3. What do your family and friends criticize or tease you about? 4. Which of your accomplishments have given you the greatest satisfaction? 5. What are your outside interests? 6. What do you do in your spare time? 7. Why do you want to work here? 8. What makes you think this job (company) is right for you? 9. What are some of your weak points? 10. What would your spouse (peers) say your weak points are? Page 79 Sample Questions to Ask in the Investigative Phase 11. What will you do if I do not offer you this job? 12. Why should I hire you over the other candidates? 13. What would you do if your supervisor made a decision with which you strongly disagree? 14. What has been your greatest achievement and why? 15. What has been your greatest disappointment and why? 16. How do you spend your leisure time and why? 17. What are all the things you want out of life and why? 18. What changes have to occur before you can have them? Page 80

41 Sample Questions to Ask in the Investigative Phase 19. What causes you to feel you can achieve them? 20. How do you feel about your present company and why? 21. How do you feel about your present supervisor and why? 22. What else do you need to feel successful and why? 23. What could your present company do to increase your earnings, responsibility, growth, and opportunity? 24. What strategy do you use to make decisions? Page 81 Sample Questions to Ask in the Investigative Phase 25. If you could change something in your present company, what would it be? 26. What would it take for your present company to keep you? 27. How did you decide on your major? 28. Why did you choose to attend the college you did? 29. How are you going to achieve your career goals? 30. What sets you apart from the other people who want this job? Page 82

42 Sample Questions to Ask in the Investigative Phase 31. What is your greatest strength? 32. What is your biggest weakness? 33. Describe your best teacher. 34. Describe your best boss. 35. What was the biggest challenge you ever faced? How did you handle it? 36. What would you like to be earning two years from now? 37. What would you like to be doing five years from now? 38. What qualities do you think this position calls for? Page 83 Sample Questions to Ask in the Investigative Phase 39. What was your most significant accomplishment in college? (1n high school?) 40. What was your most significant accomplishment in a job? 41. Describe a typical day in your current or most recent job. 42. What do you know about our organization? 43. Do you like working with people? 44. What are your hobbies and interests? 45. Where else are you interviewing? 46. What do you want in a job? 47. What will this job do for you? Page 84

43 Sample Questions to Ask in the Investigative Phase 48. How do you know when you have done a good job? 49. For you, what is important about working? 50. Why did you choose your current job? 51. Tell me about a favorite working experience, a one-time event? 52. What did you like about it? What is a good way for you to increase the chances for your success? Page 85 Sell the Company and the Job to Candidate The purpose is to show how the candidate s goals can be achieved through the company and the job. Put the candidate into the job. Go over the job description in detail and answer questions about the job. Tell the candidate how you see him/her performing in the job. Sell the company, benefits and future. Show him/her how he/she can achieve goals in this company. Ask temperature question: On a scale of 1 to 10, if I were to offer the job to you today, where would you be? If the candidate says 10, then move to the concerns immediately. (See next section.) If the candidate says anything less than 10, say, That s interesting. How would I get you to a 10? After the reply (don t respond to the reply), simply say, Well, good, now maybe you can help get me to a 10. I have some concerns I would like to discuss with you. Look for a reaction. Page 86

44 Address Concerns The purpose is to discuss legitimate concerns and gain a reaction from the candidate. Read the areas of the behavioral evaluation that you have highlighted as concerns/ negatives and get agreement or disagreement. If the candidate disagrees, ask for examples that will support his/her opinion. Look for a reaction. How does the candidate handle the stress? The interview has been pretty much positive to this point. If you feel the concerns have been handled to your satisfaction, tell the candidate how you feel. Ask the candidate for questions. Page 87 Questions Most Commonly Asked By Candidates 1. Describe the duties of the person in the job. 2. What kind of person are you looking for? 3. What does the job pay (salary range)? 4. What about bonus, profit sharing, and pension? 5. What about insurance, vacations? 6. What training and education is available? 7. What happened to the past people who were in the job? 8. What is the most important job responsibility? 9. To whom do I report? 10. Where would I be located or situated? 11. Are there performance reviews? 12. How would I get raises? 13. What is the work schedule? Is it flexible? 14. Who are the other people I would work with? Page 88

45 Obtain Commitment and Appointment for Next Meeting The purpose is to get a commitment from the candidate. Ask, Knowing all that you know, if I were to offer the job to you today, what would you say? When would you be able to start? Tell the candidate, I will be meeting with my supervisor tomorrow to review the candidates and make a decision. Page 89 Commitment Phase The best executive is the one who has sense enough to pick good people to do what he/she wants done, and self-restraint enough to keep from meddling while they do it. Page 90

46 Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 91 How Do I Get Them Up to Speed FAST? An Orientation A training curriculum Initial training period On-going training LOTS of role-playing A certification level Individual coaching Daily one on ones forever Page 92

47 Agenda Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 93 How Do I Keep Them Employed? Provide an environment that meets their needs Motivating Caring Listening Understanding Coaching Advancement expectations and opportunities Meet their goals Page 94

48 Recap Why have a R, S & T process? How many do I need to hire? How do I attract them? Where do I find them? How do I improve my odds of hiring the right people? How do I get them up to speed FAST? How do I keep them employed? Page 95 A Few Questions to Ask Yourself Do you usually hire slowly and fire quickly, or the other way around? Good recruiting, selection, and training takes time, but it can save a lot of time and money afterwards. When you interview a job candidate, how much of the talking do you usually do? If it s even close to half, it s too much. Think about your weakest current employees. Would a better recruiting and selection process have enabled you to avoid those mistakes? Page 96

49 Thanks to all of you for your participation today, and congratulations on your desire to learn! And thanks to Steve Probst, President of Nickelsen Partners, for helping develop this webinar For any additional questions, please me at: or call me at Steve Nickelsen, CEO Page 97