Targeting and Recruiting Excellent Employees. AACRAO Session /22/2010 Marc Booker

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1 Targeting and Recruiting Excellent Employees AACRAO Session /22/2010 Marc Booker

2 Session Objectives Rethink your hiring strategies Define the steps for successful recruiting Provide new tools for use in your recruitment process

3 How Important is Fit?

4 Quotable Getting the right people in the right jobs is the first part of the term Engage. From: The Secret (What Great Leaders Know and Do)

5 Recruitment Process 95% of hiring managers indicated that hiring is their number one or number two priority in their order of importance Yet, they spend only 10% to 15% of their time on the preparations Preparation Recruiting Selection

6 Recruitment Process Preparation Successful hiring involves doing the majority of work up front Recruiting Selection To help identify how top people look for jobs So that steps are planned systematically with the intent that the selection, interview, and assessment processes flows with ease

7 Successful Recruitment Process Steps Define Align Sign Refine +

8 You are the Architect for Hiring How you define things truly does matter

9 Defining Start with the end in mind Define the job not the person Define the core competencies Define performance Focus on the Doing not the Having

10 Defining Define the job not the person Before knowing who to hire you must truly understand the role being hired for: Can you effectively communicate job expectations and responsibilities? Do you have metrics in place? Do you have a listing of skill competencies that are indicators of success? Do you know what a day in the life of an employee looks like?

11 Defining Define the Core Competencies This includes both Organizational Competencies and Skill Based Competencies Organizational Competency What an organization values and possesses in order to give it a strategic advantage Skill Competency What values an employee possesses in order to give them a performance advantage

12 Defining Identifying Skill Competencies Benchmark current employee pool and assess performance Internal Skill Assessments Employee Feedback Profiles External Tools Predictive Index *** Use assessments as a guide to defining and not as a primary determinant in hiring

13 Defining Define Superior Performance Define what Superior Performance looks like in quantifiable terms if possible Define what Inferior Performance looks like as well Be able to communicate and identify what both mean to you and the organization in a clear concise manner

14 Defining Focus on the doing not the having Skills alone will not predict success in a position Success is determined by what the person does with his/her skills Focus on the outcomes you want to see the employee perform in their role Examples of doing : The position necessitates meeting specific results oriented technical and/or business objectives outcomes The position will be responsible for resolving problems independently and communicating solutions

15 Defining Create a Performance Profile The Defining steps culminate in creating a performance profile that describes the job, employee competencies, and the desired results of employees filling the role to be used as a guide for hiring Use the performance profile to assist with the next steps of the recruiting process to facilitate a smooth process Assists with identifying and selecting the best candidates Facilitates the ability to communicate job expectations, job roles and work environment to candidates Clarifies expectations for the employee which increases job satisfaction and on-the-job success Practical way to ensure a diverse hiring program

16 Activity Take a few minutes to jot down the steps in the Defining phase that resonate with you and how you can incorporate them into your work environment Now think about the worst interview process you ever experienced as a hiring manager Now ask yourself, if you had a performance profile in place would this have improved the process

17 Aligning Keep the end in mind Align your recruiting process with the job that has been defined Align your interview process and questions with the indicators found in the performance profile Don t BEE caught of guard

18 Aligning Recruitment Strategies Use the Performance Profile to write the position ad and be sure to provide information related to skill inventories and job expectations Use profile as a selection tool in order to determine qualified candidates for interviews Find appropriate candidate pool sources Internal vs. External Postings Assess intake sources of high performers Be selective with online posting services

19 Aligning Determine Interview & Assessment Format What interview modalities make sense for the position being hired for How many steps will you have in the interview process What types of questions will you ask

20 Aligning Interview & Assessment Tool Suggestions Lou Adler s Two-Question Performance- Based Interview and 10-Factor Assessment Victoria A. Hoevemeyer s Competency- Based Behavioral Interview with STAR Assessment

21 Aligning Two-Question Performance-Based Interview According to Adler the quickest way to gain insight into a candidate s past performance (i.e., competency and motivation levels, as well as leadership skills) is to ask two questions: Question 1 Most Significant Accomplishment Can you describe a major career accomplishment you believe represents your best work? Question 2 Major Job-Related Visualization Problem If you were to get this job, how would you go about solving?

22 Performance-Based Interview Form Step 1 Welcome// Position Review// Motivation Follow-up Questions // Comments Interviewer: Introduction of Interview Committee and institution/office overview Chair Please give a brief overview of your knowledge about the position. What are you looking for in a new job? Why is having & important to you and why do you feel this job meets that criteria? Step 2 Measure Impact of First Impression Comments Interviewer: Write down all immediate thoughts/emotional reactions All Members Be aware of any biases and write them down Step 3 Review Work History & Background Follow-up Questions // Comments Interviewer: Please tell us about your most recent job. What was your position and your duties? Compare each prior job to candidate's All Members (Ask this question for each previous job.) resume. Please review your education. How do you feel your studies prepared you for your prior jobs and this position? Step 4 Significant Accomplishments Question Follow-up Questions // Comments Interviewer: Can you tell the committee members about a major accomplishment, event, or What was the result? All Members project that you are proud of? How did you plan the project? (Ask for additional accomplishment examples until you feel comfortable with the What did you learn about yourself & others? candidate's competencies) Tell us about the new skills you learned. What resources did you have available? What would you change, if you could?

23 Aligning Competency-Based Behavioral Interview Victoria A. Hoevemeyer developed a technique using the concept of behavior-based interviewing Frames interview questions around real life performance Focuses on future competencies and abilities Prompts factual answers

24 CBBI Interview Form With STAR Assessment Competency: Planning Able to lay the groundwork to ensure that critical tasks, projects, goals, and objectives are accomplished within the agreed-upon timeframe. Give me an example of a time you had to accomplish something without sufficient information, guidelines, or directions. Situation Task Action Results Incumbent left job without notice Applicant assumed responsibilities with no background in training i guide topic Assigned the task to create a training guide Researched prior guides currently available in office; talked to peers and managers to gather information; contacted t local and state officials to gather all regulations Within 3 weeks was able to produce a training guide Follow-Up: How did that make you feel? Very good was able to pull resources together in a short time; was able to take on the responsibility after recently being hired; was able to meet the deadline of the guide; received very positive responses from peers and local authorities regarding the guide Does not meet basic requirements Meets the basic requirements Slightly exceeds the basic requirements Significantly exceeds the basic requirements Notes on Ratings:

25 Performance/Competency- Based Interviewing The question format will provide at least 65% of the information needed to make an accurate hiring decision Content comes from fact-finding and getting complete details of the past accomplishment

26 Aligning Tips For Alignment Interview and recruitment process should flow seamlessly if Define phase implemented properly Focus the majority of your interview questions on performance outcomes Accurately portray the job environment to interested candidates Don t get distracted by Shiny things during the interview

27 Signing The Ancient Lost Art of Making the Offer This is an important step not to be taken lightly Be personal, direct and upfront during the Intent to Offer meeting Can be as insightful as an interview Offer Letters (they are important)

28 Refining Refine the end in mind New Employee Feedback Meetings 30 and 90 Day Reviews for New Hire Performance Engagement Assessments DISC Personality Profiling Revisit Performance Profile Depending on Data Collected and Changes in Position

29 Results Decreased negative attrition rate from calendar year Held negative attrition rate steady in 2009 while doubling University Service s staff size University Services outperforms other divisions in organization concerning engagement levels University Services staff recruiting practices deployed into other areas of the organization

30 Thank You Questions? Marc Booker, Director Of Admissions and Evaluation University it of Phoenix (602)

31 Resources High-Impact Interview Questions Victoria A. Hoevemeyer Hiring with your Head Lou Adler ( Love Em or Lose Em Beverly Kaye and Sharon Joran-Evans The Secret (What Great Leaders Know and Do) Ken Blanchard and Mark Miller Predictive Index

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