HAAS MANAGER TOOLKIT. Haas Defining Principles in Action

Transcription

1 HAAS MANAGER TOOLKIT Haas Defining Principles in Action

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3 Table of Contents Dean s Message 4 Haas Manager Expectations 5 How to Use This Toolkit 6 Leading Effective Meetings 7 Developing Others 19 Recognizing Others 27 Hiring and Onboarding 33 3

4 Dean s Message To Haas Managers Dear Colleagues, Over the last few years you ve seen how seriously I take our Defining Principles. We ve come a long way in defining Haas as a different kind of business school and developing a distinctive kind of leader. I couldn t be happier with how these principles are ringing true to our students, alumni, faculty and staff. I m also proud of how you ve all worked hard to integrate the Defining Principles into our hiring, admissions, career development, alumni relations, human resources, finance, IT, and all of our operations. You have been asking tough questions and looking for new ways to run our school. You are encouraging your teams to learn from others, and are focusing on building your management and leadership skills. You lead the teams who make this place great. That puts you in an important position to model the behaviors that represent our Defining Principles. I know that you are committed to our success, and I ve seen how hard you each work to enable our strategies to come alive. Thank you for everything you do. I m excited about our path ahead together. I look forward to the defining principles continuing to come to life for you and your teams. 4

5 Haas Manager Expectations Question the Status Quo Ask questions that encourage participation and contribution from all team members Foster a learning environment open to new ideas Encourage team to take smart risks and give team permission to make mistakes Confidence Without Attitude Provide direction to team Set clear priorities Coach team to make decisions based on data Demonstrate respect when disagreeing Act with integrity Provide leadership to the team Make decisions based on the larger school s needs Students Always Be aware of your own biases Seek to improve your management skills Ask for input from others Give direct feedback and ask for feedback from others Role model openness and curiosity Record and share institutional knowledge to increase team efficiency and performance Beyond Yourself Enable your team to be successful by coaching and developing them Encourage team members to take initiative Involve team in identifying the impact of actions Engage the talents, experiences, and capabilities of others Work to understand others perspectives Online Resources Defining Principles in Action 5

6 How To Use This Toolkit REVIEW to learn new approaches and tips TRY a new technique every day USE for meetings, developing and recognizing others, and hiring IDENTIFY where you want to learn more and build your development plan SHARE with your team to start the FIND a peer coach or mentor for support Online Resources ONLINE LINKS connect you to additional resources. The electronic version of the toolkit is located on the Haas HR Website, under Career Development & Training, T&D for Supervisors, and Managers/Toolkits. 6

7 Leading Effective Meetings Haas Manager Toolkit 7

8 Leading Effective Meetings Leading Meetings Your role Your responsibility is to make meetings you are running an effective use of everyone s time. All meetings are a great opportunity to use the Defining Principles to improve effectiveness. I MEETINGS THAT WORK An effective meeting stimulates everyone s best thinking, encourages full participation, and supports clear decision-making and actions. Common Manager Pitfalls Pitfall Solution Talking too much Ask questions and listen actively Save your opinion until after others have spoken Not involving everyone Engage everyone by asking for full participation Allow individuals to think in advance, or follow up with comments after the meeting Managing time Plan the agenda timing carefully Ask someone in the room to be timekeeper Getting off topic Stay disciplined about the agenda and topics, use a parking lot to capture ideas and questions to be addressed at another time Don t have a meeting when You can t identify clear outcomes, won t have the right people in the room, don t have enough time for each topic, or could achieve the same outcomes in another format (e.g. message, conversation in 1:1 meetings). Don't forget about having regular staff meetings. Staff meetings are a way to connect, share information, and collaborate. They are a great place to align the team around priorities, identify challenges, address workload, recognize accomplishments, and motivate the team. Staff meetings that focus on status updates don t give the team an opportunity to problem solve, collaborate, and support each other. 8

9 Leading Effective Meetings The 3 Steps 1 2 Plan the Meeting Identify the meeting purpose and outcomes what will you walk away with? Determine which topics are most important to discuss to reach your outcomes Clarify who needs to be at the meeting based on the content and what they should contribute (information, feedback, etc.) Plan the agenda - be realistic about the time needed for each discussion Identify what techniques will enable full participation and allow you to achieve your objectives. Assign roles for the meeting note taker, time keeper, facilitator if not yourself Distribute the agenda in advance and clarify any advance preparation needed Facilitate and Guide Discussion Start the meeting by sharing the purpose and objectives of the meeting Clarify how much time you have for each topic and what techniques you ll use Introduce each topic and what the outcome is for the particular discussion Ensure everyone is clear on the decision making process or final decision maker Use the appropriate techniques to involve everyone and reach your outcomes Identify action items, owners, and timing 3 Evaluate Meeting and Follow Through Before the end of the meeting, make sure actions and next steps are identified as well as owners and due dates. Ensure that the actions are recorded and sent to participants. At your next meeting, start with a recap of what has been accomplished. It s up to you to ensure that progress is made after each meeting by checking in and supporting those who signed up for specific actions. 9

10 Leading Effective Meetings 1 Plan the Meeting Investing time in planning is critical Spending time up front planning will pay off. Use this worksheet to outline what you hope to achieve in the meeting and how much time you ll need to get there. Don t try to fit too much into a meeting be realistic and allow for the time needed especially if you are asking for input. Meeting Planning Worksheet that you will Outcomes Do you want to: INFORM? DISCUSS? DECIDE? Roles Who needs to be in the meeting? What role will each person play? Agenda How much time will you need for each topic? Who will lead each topic? What techniques will be most effective? Topic Time Facilitator Steps Review Agenda and Objectives 5 min Leader Review topics and timing Clarify roles Topic 1 Topic 2 Topic 3 TBD Leader or team member Introduce purpose of topic Explain objective in discussing topic (inform, make decision) Conclude with actions Action Items/Next Steps Evaluate meeting 10 min 5 min Leader Team Confirm action items and owners Identify what worked and what to change Other: What additional information do you need prior to the meeting? Are there concerns or challenges that might be voiced in the meeting? Do you need to meet with anyone individually before the meeting to obtain support? 10

11 Leading Effective Meetings 2 Facilitate and Guide Discussion Choose different techniques based on what you would like to achieve during the meeting Objective Techniques to Consider Idea generation Brainstorming Small group discussion Gaining feedback/input Ask questions Listen actively without judging Decision-making/agreement Gradients of Agreement Polling Generating options/pros and cons Information sharing Distribute information in advance for participants to review Facilitation Techniques Brainstorming Have each individual write ideas on post-its and go around the table to review ideas one at a time. Organize ideas into common themes. Use a visual map or Mind Map to generate multiple ideas or problem-solve. Use smaller groupings of people to generate ideas and then bring them all together to share ideas (pairs, trios, groups of 3-5). Prioritizing and Evaluating Voting Identify the top 3 ideas or preferred option by voting. Give each person three dot stickers or give each person a pen and enable everyone to vote for 3 items. You can add a weighting factor if you like e.g. you have 10 points to distribute across the ideas in priority order for you and can use more than one point per idea. 11

12 Leading Effective Meetings Gallery Tour When small groups each identify a plan, ideas, or options, conduct a gallery tour where the rest of the teams gather around the output of each team one-by-one to review and discuss. Using a Matrix There are a number of helpful ways to look at your ideas, actions, or options in a matrix format. You can look at the level of effort required vs. the impact and results or the level of urgency vs. importance. Option Generation/Pros & Cons Don t forget to generate at least 3 options before making a decision even if one seems obvious. This will enable discussion and challenge your thinking. You can then evaluate each option with specific criteria or simply with a pro/con discussion. Managing Time Carefully allocate the appropriate time to each agenda item. Assign one person in the room as time-keeper to identify when you are out of time for a particular topic. At this point you can continue to move forward and take more time and change the overall agenda timing, or you can determine when/how to continue the discussion. Send the agenda out in advance and ask for work to be done in advance if needed. Check in at the meeting to identify if everyone had a chance to review the agenda. Different facilitation techniques will require different amounts of time. Plan more time for idea generation, prioritization, and decision-making. Adapting to Different Participation Styles Some people are very vocal in meetings you may not have to ask for their input Others may prefer to give you feedback before or after the meeting ensure that you have a mechanism in place to do this Don t hesitate to intervene if the group is off topic and use a parking lot to track questions/issues that should be discussed in another forum 12

13 Leading Effective Meetings Reaching Agreement and Buy-In During the Meeting The Gradients of Agreement tool helps determine if group members support or buy-into a particular decision or proposal. This tool uses a continuum to allow individuals to give their specific perspective on an option or proposal both before and after a discussion. The meeting leader or final decision maker can also use this tool to determine if there is enough support to move forward. Using the Tool Introduce the continuum Before starting the discussion, let the group know whether they will be giving input to a decision maker or making the decision as a group. Let the group know that after sufficient discussion a proposal will be created and everyone will use the gradients of agreement to register their level of support. Show them the continuum (helpful to have an enlarged version on a whiteboard or flipchart and/or a copy for each person) Start Over I support this proposal with major changes I support this proposal with minor changes I fully support this proposal Review the four levels of support 1 Start over Significant concerns need to be addressed 2 I support with major changes Discussion is needed to achieve buy-in 3 I support with minor changes Clarification of a few points is necessary 4 I fully support Buy-in and support have been achieved 13

14 Leading Effective Meetings Using the Tool Identify each person s level of agreement using 1 through 4 After a discussion and generation of a proposal or option, ask each person to indicate his or her level of support, put a check mark in each box to see the distribution of support. If anyone has indicated 1 or 2 ask them what information they need, questions to be answered, or what would help them move forward in their support. Example: Start Over I support this proposal with major changes I support this proposal with minor changes I fully support this proposal X XX XX XXXX Determine if more discussion is needed or if you can move forward Unanimous support is not always possible but this tool can help determine if moving forward is the best course of action or if additional discussion/proposals are needed. Focus the discussion on the individuals who may have scored the proposal a 1 or 2. An individual who scored a 3 may be willing to agree more easily since they have relatively few concerns. 14

15 Leading Effective Meetings Using Questions to Model the Defining Principles The most basic, yet powerful technique in a meeting is to ask questions. Using questions that integrate the Defining Principles into the meeting are a great start. Question the Status Quo Are we doing the right thing(s)? Can we do this better? Can we do this differently? Beyond Yourself What are the implications of our decision? Who is impacted and what s important to them? What additional information do we need? Students Always Who do we need to gain input from? What have we overlooked? What are our opportunities for improvement in this area? Confidence Without Attitude What data do we need to make our decision? What contribution would each person like to make (to team or project)? Where do we have differing points of view that we should explore? 15

16 Leading Effective Meetings 3 Evaluate and Follow Through Identifying next steps and follow through Ensure that you plan at the end of each topic or the meeting to identify actions. Action Owner Others to involve Date Due Evaluating the Meeting It only takes a few minutes at the end of a meeting to check in and identify what worked in the meeting and what you might do differently next time. This simple step is often overlooked, but can help you quickly increase meeting effectiveness. Plus/Delta Technique + What worked well? What would you change? Did the meeting Have a clear purpose and objectives? Include the right people? Allow enough time to accomplish everything? Surface multiple points of view? Give everyone a chance to participate actively? End with clear next steps and owners? 16

17 Leading Effective Meetings 1:1 Meetings With Your Staff A regular meeting with each of your team members is important. These weekly or bi-weekly meetings are an opportunity for you to understand how the individual is doing and where you can provide support. It s a time to check in on priorities, assess workload, give feedback, provide recognition, and discuss career development. Make sure that the meeting is a two-way conversation. Ask questions and listen. Topic Areas and Questions to Ask Information Sharing/Updates What is most important for you to cover in our meeting? What information do you need from me? Obstacles What challenges are you facing? How can I help? Development How are you feeling about your current opportunities to learn? What ideas do you have to build more learning opportunities into the day to day? Feedback What feedback can you share with me? What feedback would you like to receive? Priorities and Workload What questions do you have about your current priorities? Is workload and stress manageable? If not, what can we re-prioritize? Recognition What are you most proud of currently? {Provide recognition/feedback} I d like to recognize you for Support Needed What can I do more of to support you? What would make a difference right now? 17

18 Leading Effective Meetings Online Resources Online facilitation courses and simulations KEYS Program Running Effective Meetings Facilitation and problem-solving tools Share best practices - online Haas management community Join the LinkedIn group for Haas Leads, Supervisors and Managers! Additional self-study learning resources and campus classes 18

19 Developing Others Haas Manager Toolkit 19

20 Developing Others Developing Others Development is a partnership. Haas and UC Berkeley encourage employees to develop in ways that link to the school s strategic objectives. EMPLOYEES Employees are responsible for actively managing their careers, increasing their skills and experience, and maintaining a high level of performance. MANAGERS Managers are responsible for actively encouraging and supporting staff in their career planning, using the available tools and processes to help employees find the best match between their talents and the needs of the campus. The University is responsible for creating and providing opportunities for growth based on performance excellence, talent, and potential, and for encouraging mobility between job families and departments. Managers partner to help individuals excel in their current role, continuously learn and challenge themselves, and think about their career at Haas. Managers help others learn new skills, build confidence, explore new learning opportunities, and constantly grow. Giving feedback and recognition every day is a key part of development. Having frequent development conversations as well as documenting a development plan is also important. Building a development plan is important to ensure that action is being taken to achieve the goals you set with your direct reports for development. Outlining what skills and experiences an individual might want to gain, as well as how he or she will get there what mechanisms, training, assignments/projects will help them arrive at the desired destination. It should reflect what strengths the individual wants to leverage as well as identify the areas for improvement. 20

21 Developing Others Planning Different Types of Development 1 Performance in Current Role During the annual Performance Review Process as well as ongoing during the year, you ll discuss development with your direct reports. You will partner to identify development actions focused on which skills and experiences are important to achieve current goals. This focus is on building the skills, behaviors, and experiences to be a high performer, including feeling engaged and motivated in the current role. Performance Goals Skills and experiences needed Individual Development Actions 2 Career Development Development activities focused on career development are actions and experiences that will help your team member develop skills that will enable future career growth. The skills to focus on building may or may not be directly relevant in his or her current role, but will help the individual grow in his or her career. Self-assessment and goal setting support identifying the skills that are most aligned with an individual s career goals. 21

22 Developing Others Building a Development Plan Step 1 - Ask individual to identify strengths and areas of opportunity Step 2 - Share feedback on strengths and opportunities Step 3 - Identify where an individual would like to focus and learn more Step 4 - Discuss future career goals, passions, and aspirations Step 5 - Outline clear steps with timelines and ways to measure progress The Haas Individual Professional Development Plan The Haas Individual Professional Development Plan will help you partner with your direct report to identify short, mid, and long-range goals, skills needed, and development activities. Goals Skills/Competencies Resources Activities Status Online Resources Haas Individual Development Plan (Form) 22

23 Developing Others Development Conversations Questions to Ask What are you passionate about? Think of a time when you ve felt really alive and motivated at work. Tell me about it. What conditions helped make this experience possible? What can we do to enable this to happen more frequently? What do you enjoy most? What are your strengths? Which strengths do you want to leverage more? What do you find most motivating? What do you want to be doing more of? Less of? What new skills or experiences would you like to have? What are your career goals? What ideas do you have to help you develop new skills? What s one thing you can do differently in your role right now to learn a new skill? Who is someone you admire who you could learn from? What plan can we put in place to support your development? What support would you like from me? What might get in the way? How can we overcome these obstacles? 23

24 Developing Others Using the Defining Principles in a Development Conversation Question the Status Quo What strengths do you bring to solving problems? What s a risk you ve taken that you ve learned from? Confidence Without Attitude What is your style when approaching disagreements? How can you leverage this strength more or develop it further? In what ways could you provide coaching to the team? What information could you share? Students Always In what areas would you like feedback to support your development? What s the best way for me to support your development? Beyond Yourself How can you help others on your team? What types of decisions would you like to be more involved in? 24

25 Developing Others Ideas for Development As you work with your staff on their development plans, use the 70/20/10 formula to ensure that learning takes place. Workload and time can be an obstacle in building a development plan. Be creative about integrating development into the day-to-day. Development actions should be 70% - from on-the-job experiences Stretch assignments or committees (The Project Bank) Managing or being involved in a new project Giving a presentation Attending meetings in another department Partnering with others on the team on a project Being a project or team lead Doing a job rotation Managing an event 20% - learning from others Shadowing someone in another role Identify a mentor or peer coach Give and ask for specific feedback on development areas Get advice and guidance from experts in the skill areas you are focused on building Attend presentations, lectures, events to learn from others 10% - through formal training, learning experiences Take advantage of training available through UC and Haas Participate in outside training if available 25

26 Developing Others Online Resources UC Berkeley Resources for Performance Management and Development Performance Management Philosophy Career Development Philosophy Suggested Development Activities Career Development at UC Berkeley Career Development at Haas Career Development Competencies Assessment - Project Bank 26

27 Recognition Recognizing Others Haas Manager Toolkit 27

28 Recognizing Others Recognizing Others Positive feedback, recognition, and celebrating accomplishments motivates and inspires star performers as well as individuals you are working with to increase performance. c It s about what you say and do every day to provide encouragement and recognition. Research shows that there should be 6 times the amount of recognition to every 1 piece of constructive feedback to motivate performance. Recognize Behaviors NOT Just Results Question the Status Quo Creative ideas/solutions Active problem-solving Learning from mistakes Confidence Without Attitude Disagreeing respectfully Demonstration of high integrity Coaching peers Students Always Giving direct, productive feedback Demonstrate openness and curiosity Beyond Yourself Thoughtful decision-making Collaboration with others Identification of impact 28

29 Recognizing Others Characteristics of effective recognition In the moment ü Recognize positive behavior in the moment don t wait! ü Recognize behaviors that reflect the Defining Principles such as sharing an idea, or challenging respectfully. Specific ü Saying great job doesn t always give the individual an understanding of what specifically was great. ü Highlight a strength exhibited that led to success. Genuine To Recognize Contribution + Impact You handled the challenges in the meeting well you achieved buy in. Thank you for the contribution you ve made I see the following [specific] positive impact you ve had on the school/unit/team Achievement + Behavior Both what you achieved and how you did it deserve recognition [state achievement and behavior you used to get there.] Effort + Results You overcame many challenges and faced obstacles, and you persevered, your effort led to results that benefit the school/unit/team. ü Use language that is authentic and give praise that s meaningful. Celebrates small wins, not just the big ones ü ü Don t wait for major accomplishments. Give praise for small wins and short-term successes to create motivation to get to the big things. 29

30 Recognizing Others Best Practices Make time to try what s already being done and add your own ways to recognize others and support the Defining Principles Online Resources List of UC Development Resources and Ideas for Development recognition Every Day Send an to recognize an accomplishment or hard work Walk around and see what everyone is working on and provide encouragement Say thanks to at least one person on the team make it specific Every Week Take 5 minutes in every staff meeting to acknowledge someone yourself or ask team members to recognize one another Provide informal in-the-moment coaching and encouragement every day Use 1:1 meetings with individuals to pause to review and celebrate wins, small or big, with specific behaviors highlighted that contributed to success When you meet with your direct manager or with other leaders, highlight the accomplishments of someone on your team ask a senior leader to send a voic , , or acknowledge the person Use a creative way to acknowledge someone - use star of the week, person of the week or consider writing a thank you note 30

31 Recognizing Others Every Month or Quarter Do a creative team building activity with the team or engage an individual in an informal setting (coffee, lunch) Nominate someone for a formal award. Review what awards require nomination and put forward someone on your team. Identify development opportunities nominate someone for a committee or to attend training or a conference Every Year Nominate someone for a formal award. Review what awards require nomination and put forward someone on your team. Build recognition activities into retreats and planning meetings Use the Performance Review process to provide recognition and encouragement, and highlight strengths. Online Resources List of Haas Recognition Programs 31

32 Recognizing Others Formal Recognition Programs In addition to informal day-to-day recognition that you give your team members, there are formal awards that give you the opportunity to nominate someone on your team. For more information, contact Haas Human Resources. Program Description & Criteria Outstanding Staff Awards For Haas staff with more than 6 months of service 4 awards ($400) - individual recognition for outstanding performance that reflects the Haas Defining Principles Can be nominated by any Haas employee or student Recipients cannot have received this award in the past three years A committee of recently nominated staff recommend finalists Nominations due in March to Denise Boyd, Director of Human Resources Haas HEART Award Employees in career or limited term positions Chancellor s Outstanding Award Winners receive a non-monetary gift. Employees may be nominated by their manager, customers, or colleagues through spot@haas.berkeley.edu Criteria includes outstanding collaboration, inclusion, initiative, results-orientation, service, and stewardship Formal nomination required Contribution to campus in some form STAR Awards Spot award for special contributions to a project or task Excellence in Management Achievement Award for sustained, exceptional performance or significant contributions Formal nomination required Sponsored by Berkeley Staff Assembly Formal nomination required by direct reports UC Berkeley Service Awards Awards begin at 10 years of service Request deadlines are in January, April, July, and October 32

33 Hiring and Onboarding Haas Manager Toolkit 33

34 Hiring and Onboarding Culture Matters There s something different about working at Haas Working at Haas is a unique experience. Our culture and principles inspire us to make a difference. We want to hire individuals who champion new ideas, collaborate without arrogance, value continuous learning, and think beyond themselves in service of the greater good. Question the Status Quo Beyond Yourself Students Always Confidence Without Attitude OUR HIRING PROCESS is about finding individuals who are passionate about making a difference and believe in our culture. We want to partner with individuals who demonstrate behaviors that reflect our Defining Principles. Take intelligent risks Help colleagues be more successful Make decisions and persuade using data Approach work with an open and curious mindset Public Institution Requirements there are requirements that we are held to in the Hiring Process that are outlined in the steps in this toolkit. Although there are multiple steps involved, these steps are critical to maintain our responsibility and integrity as a public institution. 34

35 Recognition Hiring and Onboarding The Hiring Process Define Job Requirements Market and Publicize Job Identify Candidates Plan Interview Strategy 5 Conduct Interviews 6 Assess and Select Candidates 7 8 Make Offer Welcome and Onboard Haas Manager Toolkit 35

36 Recognition Hiring and Onboarding 1 Define Job Requirements Outline required skills, experience, education, behaviors Start with the existing job description or create one using the tools available. Identify the highest priority and most critical experiences and skills required Distinguish the must-have skills and those that can be developed in role Determine which behaviors related to the culture and Defining Principles are most important in the role (e.g. collaboration, openness to new ideas, respect, balanced decision making) If you are hiring a manager, identify the key behaviors and requirements to manage others, build a team, and motivate and engage 2 Market and Publicize Job As the hiring manager, one of your roles is to be a Talent Scout. Once you have finalized the job description, determine your strategy to publicize the job and reach out to find the best candidates. Be proactive use your network Reach out to your professional network to ask for referrals or proactively invite well qualified candidates to talk to you about the position Send a message to your LinkedIn network to identify candidates your Haas colleagues across departments to let them know about the position and to ask for referrals to qualified candidates in their networks Target key associations or upcoming events relevant to the position Target key sites for professionals in higher education Haas Manager Toolkit 36

37 Recognition Hiring and Onboarding Partner with Haas to post your position Submit to Haas for posting on the website Post the job to UC Berkeley s website and Facebook/Linked In Post the job on Haas LinkedIn and Facebook Identify the most relevant job search sites for posting To differentiate your job posting Haas HR uses a strategy to define what s unique and inspiring about working at Haas. Job Posting Language The Haas School of Business develops innovative leaders individuals who redefine how we do business. Berkeley-Haas, the second oldest business school in the United States, educates 2,200 students each year in six degree-granting programs, and hundreds more through executive education programs. A team of 300 staff members supports these students, faculty, and alumni through work in areas that include Admissions, Student Services, Career Management, Administration, and Development. Berkeley-Haas offers opportunities to champion new ideas, collaborate across boundaries, and learn continually. Our culture is captured by four Defining Principles (Question the Status Quo, Confidence Without Attitude, Students Always, and Beyond Yourself) that distinguish Berkeley-Haas as a place to learn and a place to work. Haas Manager Toolkit 37

38 Recognition Hiring and Onboarding 3 Identify Candidates Conducting a Phone Screen After reviewing resumes to identify the candidates that you d like to talk with, you ll conduct a phone screen. You may do a phone screen alone or work with someone else who can support you and benefit from this experience. A phone screen helps identify who you should bring in for an interview. The goal is to determine a basic fit in skills, values, and salary. Step 1 Overview Introduce yourself and thank candidate for his/her interest in the role Set the expectation that you ll spent minutes in the discussion Explain that the purpose is to learn more about his or her skills and experiences and explain the role further as well as what it s like working at Haas. This process is a way to identify candidates who will be invited to come in for an in-person interview. Step 2 Understand Work Experience and Explain Position Questions to Ask ü What interests you about the role and working at Haas? ü Walk me through your work history - how has your past experience prepared you for this role? ü What was the size of the organization you worked for? ü Why did you leave? ü What was your specific scope of responsibilities? ü In what type of culture do you work best? ü What are the 3 strengths you bring? ü Does the posted salary fall within the range you need? Haas Manager Toolkit 38

39 Recognition Hiring and Onboarding Step 3 Review Next Steps Let the candidate know that you will be in touch to let him or her know next steps. Thank candidates for their time and let them know that you will be completing phone interviews and then determining who to bring in for in person interviews Provide the candidate with a date by which you will contact candidates Contact candidate to invite for an in-person interview or let them know they won t move forward For candidates coming in for an in-person interview, give detailed information about the interviews and what to expect (e.g. panel interview). At this time, send the full job description that lists all requirements and the PEM Form (Physical, Environmental, Mental). PEM Form Online Resources PEM Form (under Employment) UC Berkeley - Manager hiring resources Haas Manager Toolkit 39

40 Recognition Hiring and Onboarding 4 Plan Interview Strategy In Person Interviews When you bring in a candidate for an interview, the first step is to determine who should be on the interview list, panel, or hiring committee. Think strategically about who you include and whether the interviews should be one-on-one or in a panel format. We are committed to diversity at Haas remember how critical it is to avoid a bias in any form. Online Resources Recruitment and Hiring UC Berkeley (for the process, interviewing tips, prohibited questions, reference checks, and other resources) Interview Strategy Identify who needs to be involved in the interview process The panel interview is a standard part of the interview process on this campus The candidate should meet one-on-one with his or her direct manager at some point in the process The candidate should meet one or more team members (typically in second panel interview) Communicate with each interviewer about the job requirements and needs Determine in advance what each interviewer will focus on Determine the decision-making process for assessment and selection Prepare the panel interviewers for an effective panel Haas Manager Toolkit 40

41 Recognition Hiring and Onboarding The Panel Interview Step 1 Select panel member participants One or more peers from other departments Key customers or stakeholders with whom the individual will work Experts in the role or content area Human Resources Team members* (typically in the second panel to assess fit) Step 2 Bring interview team together and assign roles Share the job description in your own words with the team, highlighting what s most important in terms of must have skills, experiences, and behaviors Clearly articulate the role of each of the interviewers to the entire panel (e.g. assess technical skills, probe past experience, assess cultural fit) Assign interview questions to each interviewer (create in advance) Clarify the decision-making process, and how and by when you ll expect feedback on the candidate Step 3 Facilitate the panel interview As hiring manager, welcome candidate, lead introductions, and clarify the process for the interview Monitor the time allocated to each interviewer to cover all questions Ask probing questions or re-direct as necessary Ask additional questions that might have been missed or are critical to evaluation of candidate Step 4 Bring the panel together for evaluation Meet as a panel to share observations, assessment, and align around strengths and areas of concern Refer to the job requirements and Defining Principles for an objective assessment avoid interviewer s bias based on a relationship with the candidate or familiarity with a candidate s background Come to consensus on evaluation through meaningful discussion Haas Manager Toolkit 41

42 Recognition Hiring and Onboarding Assigning Specific Roles for Each Panel Participant Panel participant Specific role in the interview Areas of focus desired Questions to ask Specifics to look for Name of interviewer To test financial acumen Financial Acumen Budgeting Tell me about the most complex budget you had to manage and how you influenced others to enable you to manage it successfully Technical skills Ability to influence others Panels for a Candidate to Meet the Team Team Panels After the candidate has met with the group of experts who will evaluate skills and experience of the candidate, the team may also have a panel interview. Team panel interviews may focus more on cultural fit and fit with the existing team. The team may focus behavioral questions on teamwork, collaboration, conflict management, ability to give feedback, and demonstration of the Defining Principles. Haas Manager Toolkit 42

43 Recognition Hiring and Onboarding 5 Conduct Interviews Determining Behavioral Interview Questions Behavioral Interviewing involves asking specific questions about how an individual used a particular skill in past experiences. If a candidate has successfully demonstrated skills in the past, he/she is more likely to apply these skills in a new environment. Behavioral questions work well to assess cultural fit. Effective: Tell me about a time when you solved a complex problem on your own. What was the problem? What did you do to solve it? What was the result? Not Effective: Tell me about your problemsolving skills. Getting Started You ll be writing questions to assess skills particular to a job or function (e.g. finance skills or customer service) as well as questions to look at cultural fit and behaviors. Opening Lines Give me a specific example of a time when you What s an example of? Tell me about a time when you Describe a specific example of when you used the following skill Tell me about an experience when you did the following Probing Questions What was your specific responsibility or role? What steps did you take? How did you use (the skill) specifically? What was the result? What did you do? How did you handle this? Online Resources Additional Sample Interview Questions Haas Manager Toolkit 43

44 Recognition Hiring and Onboarding Assessing Culture Fit Question the Status Quo Behaviors Ask questions that add value to the dialogue Embrace fresh thinking Take intelligent risks; learn from mistakes; move forward Interview Questions Describe a situation where you took a risk. What obstacles did you face and how did you address them? Tell me about an idea that you had that you championed successfully on your team or organization. What about one that was not accepted? Describe a situation where you were responsible for a change that was made in your team or organization. Describe a situation where you disagreed with a co-worker or manager about a decision and were able to bring them around to your point of view. What was the situation? Beyond Yourself Behaviors Help colleagues be more successful Take initiative Recognize the long-term implications of your decision and impact of your actions Interview Questions Describe a situation where you had to collaborate with someone that you generally disagreed with to make a decision. Tell me about a time when you had to make a decision that would affect many people [have implications across the organization]. Describe a time when you had to make a tough decision to do something that would benefit the greater organization but not necessarily you or your team. What s an example of a time when you took initiative to do something not part of the job Haas Manager Toolkit 44

45 Recognition Hiring and Onboarding Students Always Behaviors Make visible improvement in your knowledge and skills Seek input for better outcomes Continually learn how to give and receive feedback Approach work with an open and curious mindset Interview Questions Tell me about a time when you made a mistake and what you learned from it. Describe a situation where you had to quickly learn new skills. What s the most difficult feedback you ve had to give? What s the most difficult feedback you ve received? Give me an example of a new skill or piece of information you recently learned and how you learned it. Confidence Without Attitude Behaviors Make decisions and persuade using data Demonstrate respect when disagreeing Act with integrity Contribute to the team Interview Questions Tell me about a particularly complex problem you had to solve. Tell me about a time when you had to deal with a complaint or address a special request from someone. Describe a situation when you disagreed with someone s perspective It is discriminatory to ask candidates about marital or family status (including if the individual has children), sexual orientation, religion, gender, native language or heritage, citizenship, ethnicity, physical disability. Haas Manager Toolkit 45

46 Recognition Hiring and Onboarding Interviewing Do s and Don ts DO Build rapport and make the candidate feel at ease Ask each candidate the same questions about skills and experience Ask specific, behavior-based questions Look for accomplishments Observe general appearance, level of engagement, enthusiasm for role DON T Ask prohibited questions such as questions about children or family or national origin Assume that candidates who are referred by a colleague or who are internal have all needed skills Assume that general answers about a skill mean that the individual has demonstrated it in a specific situation Use a bias based on your own experiences (e.g. a candidate who attended your university) Overlook cultural factors that may influence eye contact, directness, etc. Online Resources Haas Interviewing Resources Promoting Haas During the Interview It s a great place to work! Though most of the interview should be spent on evaluation, always remember that you represent Haas. You have a chance as an interviewer to talk about why you enjoy working at Haas and how the culture plays a role in the day to day. The interview should also provide significant opportunities for the applicant to promote him/herself and for you to promote working at Haas. Candidates who have a less than positive interview experience may share their impressions with other potential candidates. It is essential that every interviewer attempt to meet or exceed candidates' expectations for this interaction. Haas Manager Toolkit 46

47 Recognition Hiring and Onboarding 6 Assess and Select Candidates Evaluate Candidates Candidate evaluation should be based on the factors you identified for the position description functional/technical skills, alignment with the Defining Principles, work experience, required skills and experience, and other requirements you identified. The UC Berkeley Interview Results Form Template can be used to document your assessment. If you have brought together a panel or committee, ensure that you bring the group back together to discuss their evaluation and align around your perceptions of the candidate. Online Resources Evaluating Candidates Check References Verify Employment and Salary Check references of your top candidates Review the personnel file of current UC Employees Haas Manager Toolkit 47

48 Recognition Hiring and Onboarding 7 Make Offer Determine Starting Salary Extend Verbal Offer (hiring manager) Review employee s prior experience, knowledge, and skills compared with other employees already performing the same job. Consider recruiting difficulty (size of qualified application pool, length of recruitment, etc.) Look at candidate's salary expectations Call the candidate to make a preliminary offer including proposed start date Offer is contingent on passing the background check, if required. A UC employee may not start in the new position until taking and passing the background check. Verbal Acceptance and Offer Letter All offers must be within the approved budget and must not exceed the maximum posted amount Consult with Haas HR for salaries above the posted amount An offer for a current UC employee cannot exceed 25% higher than their current salary as of June 30th of the prior year When the candidate verbally accepts the preliminary offer notify Human Resources (Karese Young) of the candidate s name, start date, and offer amount Turn in the completed and signed Interview Data Form (IDF) You will be forwarded the appropriate offer letter to send to the candidate Forward a copy of the offer acceptance and the offer letter to Human Resources. Online Resources Reference Check Form HR Website, U.C. Berkeley ng-hr/recruiting-staff/employment/documenting/idf Haas Manager Toolkit 48

49 Recognition Hiring and Onboarding 8 Welcome and Onboard Logistics: The following is important to ensure that your requisition is closed and that your employee has a smooth start at Haas 1. Review offer letter, sign, and send to new employee 2. Provide copy (electronic or hard copy) to Haas HR (Karese Young) 3. Provide de-selection reason codes for all applicants 4. Complete Interview Data Form for interviewed candidates Important: Please confirm with Karese when the candidate has been contacted for the offer to prevent a system-generated message to be the first communication about the decision Immediate Logistical Onboarding Activities Essential paperwork to set up ID for employee access to services and servers Set up appointment with Robbie Jackson for employee prior to first day to complete essential personnel documents Job description and PEM Review job description and PEM with employee in first week sign documents and return to Karese Young in HR Computer Equipment Open a helpdesk ticket to schedule a training appointment this should be done in the first 3-4 days Building tour Schedule a safety tour with Gerardo Campos. If the employee is attending the Haas orientation, the tour is part of this process Online Resources Haas - Recruiting New Staff Process and Forms Haas Manager Toolkit 49

50 Recognition Hiring and Onboarding Onboarding Checklist When you are a new manager starting at Haas or are bringing on a new employee or manager, an onboarding plan is essential. Prepare your new employee: Review job description and roles on team (as well as roles of direct reports) Understand Haas Strategic Plan, Defining Principles, Business Plans, and other relevant information about objectives and goals Explore expectations and start to set individual goals Identify others across the campus to build relationships Identify the regular meetings to attend Learn about campus or Haas-specific orientation sessions Obtain Town Hall Meetings and other communication forums Identify resources available for support Ensure introductions take place Online Resources UC Onboarding Resources initiatives/shared- services/hr- center/hiring- boarding/follow- up The First 90 Days (by Michael Watkins) This book is an excellent resource for new managers. It outlines what s most important in the first 90 days such as: Promoting yourself Accelerating learning Securing early wins Haas New Employee Checklist Haas Website - Jobs Matching your strategy to the situation Keeping your balance Haas Manager Toolkit 50

51 NOTES My Notes: 51

52 Suggestions My Notes: 52

53 Recognition Hiring and Onboarding Suggestions for the Next Version of the Toolkit: Haas Manager Toolkit 53