Hamilton - Secrets of Strategic Staffing
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The document summarizes a presentation on strategic staffing. It discusses aligning hiring with business strategy, identifying ways to create an efficient selection process, and understanding problems with traditional staffing. The objectives are to learn how to improve hiring and eliminate mistakes. Key elements include only hiring when there is a business need, understanding strategic direction, and ensuring a partnership between recruiters and managers. Traditional processes can miss important information, rely only on interviews, make quick decisions, and focus on impressions over data. The strategic staffing process focuses on developing a profile based on business needs and critical requirements to ask effective questions and make quality hiring decisions.
Hamilton - Secrets of Strategic Staffing
- 1. Secrets of Strategic Staffing HR Florida Conference August 30, 2010 Ron Hamilton Practical Human Resources Solutions www.practicalhrsolutions.com 941-351-5502 Practical Human Resources Solutions 2010
- 2. OBJECTIVES As a result of this session you will: Learn how to align your hiring process with your business strategy Be able to identify ways to create a more efficient and effective selection process Understand problems with the traditional staffing approach that can impact hiring Learn tips and techniques to improve the selection process and eliminate hiring mistakes Learn ways to ensure you are hiring top talent Practical Human Resources Solutions 2010
- 3. Strategic Staffing Elements Hiring the right person at the right time to satisfy a business need • Replacing a position should not be automatic • You should seek to hire a candidate only when there is a business need not being satisfied • You need to truly understand the strategic direction of your organization and business • Based on current and future needs-not the past • There needs to be a partnership between the recruiter and hiring manager • A consistent systematic approach in making a hiring decision Practical Human Resources Solutions 2010
- 4. The Problem: Hiring Mistakes Are Expensive 1 2 3 4 6 5 1. Cost of mistakes 4. Recruiting cost 2. Lost opportunity 5. Salary 3. Management time 6. Training cost Practical Human Resources Solutions 2010
- 5. Strategic Staffing Benefits Right Business Strategy Business Needs Maximize Appropriate People ROI Staffing Level Needs People Retention Development Organizational Lower Recruitment Recruiting Breadth & Flexibility Costs & Time Strategy Hiring Higher Strategy Productivity Practical Human Resources Solutions 2010
- 6. Typical Process Problems Problem Cause Missing Important No Profile Information Rely on Interview Behavior No Profile Making Decisions Too Quickly No Process Concentrating on Trying To Read People Impressions vs Data Asking the Wrong Questions Misinformation Practical Human Resources Solutions 2010 Page 1.2
- 7. Process Design Tenet Fill The Pot With Data •Phone Screen •Second Interview •Phone Interview •Multiple Interviews •Primary Interview •Reference Checks Practical Human Resources Solutions 2010
- 8. Selecting Winners Strategic Staffing Process Business Models Drive Business Needs Business Needs Drive Expected Outcomes Expected Outcomes Drive Critical Requirements Critical Requirements Drive Effective Questions Effective Questions Drive Quality Data Quality Data Drive Great Hiring Decisions Practical Human Resources Solutions 2010
- 9. The Strategic Staffing Selecting Winners Approach Develop Profile Conduct Research Determine Expected Outcomes Define Critical Requirements Recruiting/Screening Develop a Recruitment Strategy Use Innovative Sourcing Techniques Read Resumes/Telephone Screen Interview Questions Six Effective Types EAR’s The Interview Guide Managing The Interview The Correct Setting and Opening Handling Problem Situations The Effective Close Data Verification Second Interviews Multiple Interviews Reference Checks Decision Gather All Data Matrix Evaluation Use The Standard Practical Human Resources Solutions 2010
- 10. Purpose of the Selection Process Purpose Predict Success Laser Focus Practical Human Resources Solutions 2010 Page 1.4
- 11. The Behavioral Model Principle Past Behavior Predicts Future Behavior Exceptions 1. Change 2. Grow 3. Learn Practical Human Resources Solutions 2010 Page 1.7
- 12. Are You Hiring the Right People? Traditional profile Emerging profile Responsibilities Outcomes Process orientation Results based Defined work groups Virtual Teams To build a world class organization, you must hire and retain people with the skill set to match your strategy. Practical Human Resources Solutions 2010
- 13. Predicting Success JOB Ta ns sks “What” a tio S itu SUCCESS ss li ne Sty Ti me le “How” Practical Human Resources Solutions 2010 Page 2.2
- 14. Success Profile Definition A clear picture of the successful person that includes both what they need to accomplish and the knowledge, skills and abilities to get it done. Practical Human Resources Solutions 2010 Page 2.3
- 15. Business and Hiring Strategy Alignment Practical Human Resources Solutions 2010
- 16. Expected Outcomes “What must the person accomplish for you to label them a success?” Process: 3. Repeat for each remaining time 1. Determine three time frames period 2. List outcomes for first period 4. Must be outcomes EXPECTED OUTCOMES SHORT-TERM EXPECTATIONS MEDIUM-TERM EXPECTATIONS LONG-TERM EXPECTATIONS Hint: Start your statements with “Has successfully” Practical Human Resources Solutions 2010 Page 2.12
- 17. Sample Expected Outcomes Sales Delivered updates on all account plans Met all forecasts within 10% Generated 35% of revenue from new business sources Customer Service Successfully respond to all customer inquiries within 24 hrs Documented all problem resolutions in knowledge base Has achieved agreed upon rating on customer satisfaction survey Software Developer Gained agreement on development plan Created documentation for all code according to standards First assigned project met all milestones Practical Human Resources Solutions 2010
- 18. Critical Job Requirements The qualities and characteristics necessary to meet the expectations. KSA Definition Familiar with the information and Knowledge processes necessary to ( KNOW ) successfully accomplish the tasks of the job. Technical The ability to use the Requirements Skill knowledge to successfully ( DO ) accomplish the tasks of the job. Handling the tasks of the Ability job in the appropriate Behavioral ( HOW ) manner. Requirements Practical Human Resources Solutions 2010 Page 2.14
- 19. Sample Quantitative Requirements Characteristics Knowledge Skills Requirement Must Representative Behavior Knowledge of PCs X Uses wordprocessing, spreadsheet and database applications in windows environment. Practical Human Resources Solutions 2010 Page 2.16
- 20. Qualitative Requirements Gut Feel Attitude Chemistry Fit BEHAVIOR THE MAGIC SENTENCE How does someone with _____ behave? Practical Human Resources Solutions 2010 Page 2.17
- 21. Sample Qualitative Requirements Characteristics Abilities How they do things Requirement Must Representative Behavior Flexibility X Handles multiple projects simultaneously. Practical Human Resources Solutions 2010 Page 2.17
- 22. Effective Questions Definition: A question that gets information that helps you predict success (behavior on the job) Characteristics Easy to answer Only one answer Specific planned purpose Job-related Practical Human Resources Solutions 2010
- 23. Types of Effective Questions TYPE: Factual Definition: Requires an answer with a discrete piece of information Examples: 1. How many customers did you work with yesterday? 2. By what percentage did you increase sales last year? 3. What system do you use to manage your time? 4. What financial software do you use? 5. 6. Practical Human Resources Solutions 2010
- 24. Types of Effective Questions TYPE: Action Definition: Requires the person to describe past behavior (how they did things) Examples: 1. How did you build this year’s business plan? 2. How did you handle the last customer problem that came to your attention? 3. How did you get your last customer to buy additional products? 4. How did you get all the team members to work together? 5. 6. Practical Human Resources Solutions 2010
- 25. Types of Effective Questions TYPE: Candidate Specific Definition: Tailored to the specific person and situation Examples: 1. How did you manage the toughest deadline on the ABC project? 2. How did you prepare for the presentation to XYZ? 3. How did you come up to speed on the ABC product at XYZ? 4. What was your specific contribution on the ABC project? 5. 6. Practical Human Resources Solutions 2010
- 26. Types of Effective Questions TYPE: Probing Definition: Follow-up, clarification, and detail questions designed to gain more information Examples: 1. Who else worked on that project with you? 2. How long did the project last? 3. What was your specific contribution? 4. What was the biggest change to your product? 5. What were the key milestones of your plan? 6. Practical Human Resources Solutions 2010
- 27. Types of Effective Questions TYPE: Examples Definition: Specific situations that are the same or similar to those the person will face on your job Examples: 1. Step me through how you put the ABC project plan together. 2. How did you handle with the last problem employee on your staff? 3. How did you manage changes to the code during development? 4. How did you overcome the price objection during the ABC sale? 5. 6. Practical Human Resources Solutions 2010
- 28. Demonstrated Examples Quantify behavior through the use of demonstrated example questioning technique. E A R E = Example Probe A = Action Probe R = Result Practical Human Resources Solutions 2010
- 29. Sample EARs Requirement:Overcoming Objections Example:What was the biggest objection you faced in the ABC sales cycle? Probes: At what point did it come up? Who raised the objection? What warning signals did you have? Action: Step me through what you did. Probes: How did they respond? How long did it take you to make your point? How did you know you had put the issue to rest? Result: What was the outcome? Requirement:Dealing with Difficult Students Example:Who was the most difficult student you dealt with lately? Probes: How did the trouble manifest itself? Action: Step me through how you dealt with the person. Probes: How did the person respond? How long did it take you to turn them? Result: How did it turn out? Practical Human Resources Solutions 2010
- 30. Ineffective Questions Problem Definition Fix Open-ended Questions You lose control Non-specific with One Response may not help predicted more than 1 success answer Answer Theoretical Questions Require theoretical answers Promote canned responses What if ? Past Tense Create stress Response won’t help predict success Leading Questions Telegraph the answer you want Gives away the Closed-ended Non-factual answer may result answer Response won’t help predict success No Preamble Yes/No Questions Always Provide little information Yes or No Response won’t help predict success follow-up General Questions Difficult to answer Non-Specific Make it Doesn’t result in specific information Specific Response won’t help predict success Practical Human Resources Solutions 2010
- 31. Building Your Interview Team Who Focus To determine “who”, ask: 1. Who adds value? 2. How many? To determine focus: 1. Assign a subset of critical requirements 2. Take advantage of strengths Practical Human Resources Solutions 2010
- 32. Multiple Interview Focus Requirement Hiring Mgr. Peer 2nd Line Mgr. Presentation skills X X Tenacity X X Knowledge of systems X X Organization skills X X Political sensitivity X X Financial skills X X Negotiation skills X X X Practical Human Resources Solutions 2010
- 33. Managing Multiple Interviews Purpose To gain multiple perspectives and gather additional data while taking advantage of individual strengths Yes Interview Interview Interview Hiring Team Team Team Manager Member Member Member No Meeting Meeting #2 #1 Letter Practical Human Resources Solutions 2010
- 34. Decision-making Process Read resume Telephone screen Data Gathering Face-to-face interview Second interviews Multiple interviews Reference checks Background checks Matrix evaluation Data Evaluation Decision Practical Human Resources Solutions 2010 Page 7.2
- 35. Evaluation Principle Evaluate everyone against the standard Practical Human Resources Solutions 2010 Page 7.6
- 36. Evaluation Matrix Practical Human Resources Solutions 2010 Page 7.7
- 37. Questions Practical Human Resources Solutions 2010