Hiring, Onboarding and Engaging New Employees

Transcription

1 Hiring, Onboarding and Engaging New Employees Participant Workbook The Belding Group of Companies Inc. 300 Earl Grey Dr. Ste 370 Kanata ON Canada K2T 1C1 Phone: Fax: Web:

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3 3 Who Hired this Person? How do companies end up with employees who are not customer-focused? We don t hire people and train them to be nice. We hire nice people Mary Kay Ash, Founder the Mary Kay cosmetics company

4 4 What is Customer-Focus? The definition of customer focus is: Making the Customers needs a priority. Considering the Customers perspective in all decisions and actions. Why is it important to hire for Customer-Focus? What are the consequences of not hiring for Customer-Focus?

5 5 The Hiring Process 1. NEEDS IDENTIFICATION a. Identify the need b. Define the position c. Define the candidate profile 2. SOURCING & RECRUITING STRATEGY a. Recruitment sources b. Recruiting tactics Customerfocus attributes play a key role in any customer service culture and should be a core value 3. PRE-SCREENING a. Resume & telephone 4. INTERVIEWING AND ASSESSMENT STRATEGY a. Planning & Executing 5. BACKGROUND CHECKS a. Referral & criminal checks 6. JOB OFFERS a. contracting process job offers b. negotiation 7. ORIENTATION / TRANSITION a. identifying and mapping timelines b. coordinating onboarding resources

6 6 What s Your Interview Style? Instructions: Mark the one answer that best describes how you feel about each of the two statements in each of the 21 following questions A. I trust my first impressions when making hiring decisions. B. I don t let first impressions influence me. A. I can often predict a person s abilities in one area, based on their competency in another. B. I do not like to draw links between separate talents and skills. A. I can tell if a candidate will do a good job, when I feel positive chemistry during the interview. B. I don t believe in using good or bad chemistry to make my decisions. A. I often feel like I don t have enough information to make a proper hiring decision. B. I don t worry about the quantity of information; I am comfortable making a decision with whatever information I get. A. My biggest focus during the interview process is the candidate s relevant experience and skills. B. Experience and skills are only of minor importance to me. A. I am concerned with a candidate who thinks in a different way than myself. B. I am open to hiring candidates who think differently than I do. A. I always hire based on concrete facts. Personality factors are too subjective to base my decision on. B. Personality is a huge part of my decision making process.

7 What s Your Interview Style? A. I often make my decisions about a candidate in the first 5 minutes of the interview. B. I always put off making any decisions until the interview is over. A. A firm handshake and immediate eye contact will go a long way in my hiring decision. B. A firm handshake and good eye contact doesn t necessarily mean a good employee. Those are only minor factors in my hiring decision. 10. A. It will take me many hours and numerous interviews with each candidate to make a hiring decision. B. I don t have a hard time making my hiring decisions. 11. A. Before an interview I will always prepare three or four key criteria that the candidate must have. B. I try not to limit my focus to only a few characteristics. 12. A. The longer that it takes for someone to answer a question, the less confidence I have in him or her. B. The amount of time that it takes a candidate to answer a question does not worry me. 13. A. A candidate s appearance will greatly affect my hiring decision. B. A person s appearance does not affect my decision either way. 14. A. I often look for candidates who have similar characteristics as myself. B. Having qualities similar to my own are not required for me to hire someone.

8 8 15. What s Your Interview Style? A. I almost always hire someone who has experience in the exact position that I am hiring for. B. I m willing to hire candidates who would be new to this position. 16. A. I am immediately drawn to, and prefer candidates who have an extroverted personality. B. I am equally interested in introverted and extroverted candidates. 17. A. I like to hire the candidate with highest degree of education and the most experience. B. I don t feel that you can chose a candidate based on the amount of education or experience that they have. 18. A. I m concerned by a candidate who has difficulty articulating his or her answers. B. Candidates answers are often shallow or choppy due to nerves. 19. A. If candidates are not smiling when they walk in the door and sit down, I m immediately skeptical about them. B. I m not too concerned if candidates are not smiling when they walk into the room A. I look for a candidate who looks confident and does not show nerves during the interview. B. It is normal to lack confidence and be nervous during and interview. It doesn t say anything about the candidate. A. Unless I have a clear understanding that the candidate possesses the precise competencies required, I cannot hire him or her. B. If I don t see a clear demonstration of the competencies that I am looking for, I make a judgment call.

9 9 Interview Style Answer Sheet Directions: Fill in the point value for each answer you gave in the corresponding space below. Then calculate your total score in each category. Point values: A = 3 points B = 2 points C = 1 point D = 0 points EMOTIONAL Question #1 Question #3 Question #8 Question #9 Question #13 Question #16 Question #19 TOTAL INTUITIVE Question #2 /21 Question #6 Question #11 Question #12 Question #14 Question #18 Question #20 TOTAL TECHNICAL Question #4 /21 Question #5 Question #7 Question #10 Question #15 Question #17 Question #21 TOTAL /21

10 10 The Three Interview Styles The Emotional Interviewer You tend to use mostly right-brain qualities, such as spontaneity and creativity, when making a hiring decision. As a result, you ll find that you make the majority of your decisions based on your first impressions of the candidate. In general, you tend to globalize competency, or lack of it, based on observable and sometimes superficial traits. Often, the traits that will influence you the most are a candidate s appearance, whether or not they are smiling, the quality of their handshake and their poise, or the way that they carry themselves during the interview. You will also find yourself drawn to candidates with an extroverted personality, while those with an introverted personality give you a negative first impression. Your first impressions will also be influenced by the chemistry or vibe that you feel from the candidate during the interview. The most distinctive characteristic of the emotional interviewer, a result of the above-mentioned influences, is that you will generally make your decision to hire or not hire a candidate within the first five minutes of the interview.

11 11 The Three Interview Styles The Intuitive Interviewer You tend to globalize strengths and weaknesses based on only a few relevant traits. You tend to use a right-brained approach to hiring, although the traits that attract you to a candidate are rational, and relevant to the position that you are trying to fill. You will often prepare a list of three or four very key characteristics to look for and you will not be satisfied unless the candidate has all of them. You will find that the qualities you typically look for and consider important are very similar to the traits that you posses. You feel that you can tell a lot about a candidate by their talents and special skills. You will often assume a competency in one area, based on their skills in another area. You are attracted to candidates who can articulate their answers, who have strong communication skills and who can demonstrate their intelligence during the interview. You will also be drawn to candidates who are assertive and who are not afraid to take initiative. You will hire candidates who appear confident during the interview and you are discouraged by those who are obviously very nervous.

12 12 The Three Interview Styles The Technical Interviewer You tend to make decisions using your left-brain, basing your decisions on logic, rational and concrete facts. You never feel like you have enough information about the candidate to make a clear and educated decision. As a result, you tend to base your decisions on candidate s experience and education, because they are typically the least subjective criteria. It often takes you hours and multiple interviews before you actually begin to make a decision. While it takes you quite a while to make a yes decision, however, you often make a no decision very quickly, based on a candidate s lack of education of experience. You are very conservative in your interview process and you like to have charts and lists to help you evaluate a candidate. You tend to overvalue years of experience, degrees held and specific skills. You will be discouraged and often exclude a candidate who has little experience or who has never before held the exact position that you are hiring for.

13 13 Interview Style Traps There are common mistakes we can make when we are dominant with one interview style. Emotional Intuitive Technical

14 14 Improve your Hiring Style Technical Education Identify the specific educational criteria required by a candidate Work experience Identify and quantify the specific work experience required by a candidate Confirm specific related work activities with previous employer (or referenced co-workers) Confirm candidate s proficiency in each area with previous employer (or referenced co-workers) Intuitive Emotional competencies Identify the core emotional competencies required by the candidate Confirm candidate s proficiency with each emotional competency with previous employer (or referenced co-workers) by asking specific scenario questions. E.g.: On a scale of 1-5, how responsive would you say this individual is to customers needs? Identify specific interview questions which help identify / confirm candidate s emotional competencies. Make sure to be prepared, and practice these questions prior to the interview Does the candidate have strong verbal communication skills? Does the candidate have strong listening skills? Do the candidate s answers reflect thought about a question s implications, or do they just seem to be pat answers? Is the candidate assertive? Can they express a point of view in a strong, yet diplomatic manner?

15 15 Improve your Hiring Style Emotional Appearance & body language Be aware of the candidate s appearance. Is their dress and appearance appropriate for the position and for the interview? Be aware of the candidate s body language. Things to look for include: Positive: Candidate leans forward when discussing key aspects of the position Candidate s eyes are clear, focused, and looking straight ahead Candidate smiles easily, often, and at appropriate times Negative: Candidate s arms are folded Candidate is shifting excessively Candidate does not easily make eye contact, or looks at you indirectly Candidate is slouched or leaning back Candidate does not smile easily Poise & social confidence Does the candidate appear relaxed? Ask the candidate one or two questions about how they would handle specific social situations. E.G.: You re helping a customer, and your coworker discreetly mentions that your fly was down (or similar). How would he or she handle it? The answer is not important. Watch candidates to gauge how comfortably they can discuss awkward situations Is the candidate answering in more than one or two-word sentences? Does the candidate have a firm (but not crushing) handshake?

16 16 The Five Most Common Interviewing Mistakes 1. Failure to prepare for the interview 2. Failure to pre-screen 3. Failure to prepare candidates 4. Failure to confirm references and qualifications 5. Failure to have the right interviewers

17 17 The Hiring Game Category:

18 18 The Five Steps to Onboarding 1. Preparation

19 19 The Five Steps to Onboarding 2. Orientation 3. Integration

20 The Buddy System 20

21 21 The Five Steps to Onboarding 4. Expectation 5. Feedback

22 NOTES: 22

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