recruit or get out of the way!

2013 SHRM Talent Management

Conference & Expos

i=on

Steve Lowisz Author, Educator, Interna7onal Speaker

Presented By:

Recruit or Get Out of the Way

Session Title:

Tuesday – April 16th, 2013


A View From a Different Lens


What Recruiters Say •  The hiring manager won’t return my calls •  The hiring manager wants to see more candidates •  The hiring manager does not understand what they want •  No one we find is acceptable to the hiring manager •  I don’t have enough =me in the day to do my job successfully •  The hiring manager does not know how to make a candidate offer •  I send the candidates to the manager and get no return feedback


What Managers Say •  Always needing to track down the recruiter for updates •  I have to look at 25 candidates to find one poten=al •  The recruiter does not know what I need/want •  Most of the candidates are way off the mark •  I have to tell the recruiter what to do •  The recruiter does not know how to close the candidate •  Recruiter just sends me resumes – they are just pushing paper •  72% of Hiring Managers surveyed felt their internal recrui=ng

lacked real effec=veness

Why do Talent Acquisi7on

professionals oXen lack

credibility from the Hiring Manager?


Realiza7on

•  Hiring Managers are generally trained to behave the way they do •  New hiring managers oXen join with a nega=ve predisposi=on

toward the recrui=ng func=on •  Focus on cost and =me are oXen driven by recrui=ng organiza=on

metrics and previous ‘training’ •  Focus on “I need to see more candidates” is most oXen driven by

the job intake and candidate presenta=on process •  Email and Pray •  Self Service/Automa=on

Credibility? Why do we lack


9 Common Mistakes

•  Forget to focus on our internal brand -‐ credibility •  Afraid/Do not ask the right ques=ons •  Do not communicate consistently/honestly •  # of Open requisi=ons – badge of honor •  Secng unrealis=c/no expecta=ons •  Not understanding the objec=ves of the business •  Talking in HR terms, not business terms •  Not measuring/repor=ng the right metrics •  Allow the manager to lead




The Common Result of Our Mistakes •  Lack of posi=ve percep=on

§  Hiring Manager wants to dictate/lead the process §  Hiring Manager wants to use a third party search firm §  Hiring Manager becomes unresponsive – no feedback! §  Hiring Manager always wants more



The Common Result of Our Mistakes (cont.) •  “Throw and S=ck” syndrome

•  Over jus=fica=on of every expense – lack of resources •  Lowered candidate quality •  Higher cost per hire •  Lack of a “Seat at the table” •  Volume that is unrealis=c

Step #1 Build your brand


How do we build Credibility?

Step #1

Build your brand

•  Become Subject Mager Savvy

•  ABC – Always Be Communica=ng (Good or Bad)

§  Don’t rely only on email

§  Set expecta=ons of communica=on

•  Develop the Reputa=on as a Problem-‐Solver

•  Set Realis=c Expecta=ons

§  Time to fill vs process to fill


Step #1

Build your brand

•  Lead Your Manager

§  When taking the job

§  When developing the search strategy

§  When presen=ng the candidate

§  When making the offer

How do we build Credibility? (cont.)


Step #1

Build your brand

Building Rela7onship with your Managers

•  TALK IN THEIR TERMS: §  Increased Revenues §  Increased Profitability §  Increased Efficiency § Cost of Open Posi=on §  Improved Customer Experience

Step #2 Lead Your Manager (The Job)


Step #2

Lead Your Manager

Do Job Descrip7ons Really Describe the Job?

1.  Help people hate each other

2.  Stand on a field and get yelled at for hours

3.  Talk in other people’s sleep

4.  Spend most of the day looking out the window

5.  Repeatedly fix what you repeatedly break

Divorce Lawyer Umpire College Professor Pilot IT Director


Step #2

Lead Your Manager

Job Descrip7on Cau7ons •  Job descrip=ons oXen serve as a crutch – giving

managers/recruiters the right to stop thinking

•  Job descrip=ons can inadvertently exclude high poten=al, top performing candidates

•  Job descrip=ons cannot predict candidate performance

•  Job descrip=ons oXen create a “I’m looking for what is says here” mindset with many hiring managers


Step #2

Lead Your Manager

Taking the Job Order •  Tell vs Ask •  Purpose – Probe to iden=fy the hiring manager’s real

needs

•  Iden=fy if the ‘ideal candidate’ is a ‘real candidate’ •  Set realis=c expecta=ons •  Set the tone for who is the recrui=ng expert


Needs Analysis: Taking the Job Order

ROLE DETAILS Why is the role open? If replacement, what happened to the previous person? What happened to the previous three individuals in the role?

Is this posi=on responsible for the budget/P&L? If so, what is the budget?

What are the advancement opportuni=es for this role?

What characteris=cs and/or skill would make a person unsuccessful in this role?

What are the three long term objec=ves of the role: 1. 2. 3.

What are the three short term objec=ves of the role within the first 180 days (Success objec=ves)? 1. 2. 3.

What are the four main reasons a candidate would be interested in this posi=on? 1. 2. 3. 4.

Why is the role open?

What are the three long term objec=ves of the role?:

What are the three short term objec=ves of the role within the first 180 days (Success objec=ves)?



Breakdown the posi7on as a percentage of 7me Please provide percentage and descrip=on of responsibility

%

%

%

%

%

Candidate Experience/Skills Must have skills required to perform the func=on in order of importance: 1. 2. 3. 4. 5.

Strongly preferred skills in order of importance: 1. 2. 3.

What are the three long term objec7ves of the role: Technical/posi=on specific ques=ons that recruiters will ask during the ini=al interview that will drive effec=ve candidate assessment.

Q/A:

Q/A:

Q/A:

Q/A:

Q/A:

Must have skills required to perform the func=on in order of importance:

Strongly preferred skills in order of importance:



Func7onal/Experience/Educa7on (Rank all in order of preference. 1 is most important)

Rank Bachelor Degree

Master’s Degree

Experience in business to consumer services

Experience with contract center opera=ons

Experience with technology development and implementa=on

Extensive exposure to direct customer contact

Experience managing a $40+ million business

Experience managing new product development and implementa=on

Experience in healthcare, childcare or medical industries

Currently located in the CO marketplace – no reloca=on

1

2

3

4



Hiring Manager Specifics

How long have you been at the company? What is your company story?

What companies did you work at prior to the company?

What school(s) did you agend? Are you involved in any Alumni Associa=ons?

What networks and/or associa=ons are you (and/or your team) a part of?

Are you/or your team ac=ve on LinkedIn? LinkedIn Group(s) Key connec=ons:

Sourcing and Candidate Genera7on Internal partners expected to apply and/or partners you are interested in? No Yes; Who?

Target companies to source from: What industry =tles map to this posi=on? Keywords to look for in candidate Profile/resume?

Who are your strong performers on the team? What companies are the high performers from?

External referrals: Networking leads:

Industry events and/or conferences? Relevant industry blogs and/or newslegers you are aware of?



Compensa7on Informa7on Base salary range?

Bonus program? Based on?

Equity opportunity? Describe:

Consider reloca=on for final candidate? Yes No

Consider sign on bonus for final candidate? Yes No

Consider Visa sponsorship for final candidate? Yes No

Behavioral Based Interviewing Behavior Based Interviewing guide can be provided Must have behaviors/competencies in order of importance. (No more than 8) 1. 2. 3. 4. 5. 6. 7. 8.

Interview Logis7cs Interview/Panel Interviewers Posi=on Titles Format (phone or in

person) Length of =me Alternate Interviewers



•  Agreement of Skills and Compensa=on allows you to: •  Define and gain agreement of the Manager’s Expecta=ons

•  Properly Present the Candidate •  Remind the Manager of their defined needs.

Once Agreed, Follow Up in Wri7ng

Step #3 Lead Your Manager

(Candidate Recruitment &

Selec7on)


The 5 Steps of the Sales Process •  Develop a rela=onship •  Iden=fy/Qualify •  Overcome Objec=ves

•  Fill the need •  Advance the sale

Credibility? How do we build

Lead your Manager: Candidate Recruitment/Selec7on

Remember: You are the professional

now act like it!

Step #4 Lead Your Manager (Present The Candidate)


•  Make certain you know the emo=onal drivers of the candidate §  Points of pleasure §  Points of pain

•  Do not email resume to manager and ask/hope for feedback •  Get manager to call you back

§  “I have a poten=al candidate I need to talk with you about”

Lead Your Manager – Present the Candidate


•  Review each emo=onal driver •  Restate agreed upon skills •  Present candidate’s required skills •  Present candidate’s desired skills •  Gain agreement

Lead Your Manager – Present the Candidate (cont.)


•  Highlight Success – What they did

•  Highlight Core Competencies – How they did it •  Make Your Case – Why they should be

considered •  Restate agreed upon required skills •  Highlight any desired skills



The Candidate:

Present with Confidence (Lead the Manager!) •  Don’t ask “what are the next steps?”; “What do

you think?”

•  Recommend next steps -‐ Assump=ve


Step #5 Lead Your Manager (Making The Offer)


Remember… •  Candidates buy emo=onally and jus=fy ra=onally •  Never lead with compensa=on •  Making the offer is “filling the need.”

Prepare… •  Do you know the points of pain and points of pleasure? •  Know the details – Benefits, Travel, etc. •  An=cipate road blocks – Objec=ons

Present… •  Revisit Each Emo=onal Driver

§  Drivers they have §  Drivers they want

Step #6 Measure

and Report What’s

Important


49%

13%

42%36%

63%

29%

17%23%

0%

10%

20%

30%

40%

50%

60%

70%

Quality of Hire Time toProductivity

Time to Hire Job VacanciesOutstanding

TA Executives Business Executives

Step #5 Measure and Report What’s Important

What macers most? (Aberdeen Group Study)



Why are recrui7ng metrics important? •  Drive consistency in delivery of recruitment services to the hiring manager.

•  Iden=fy process steps that need improvement. •  Support business cases for programs and expenditures in recrui=ng.

•  Report the right recrui=ng results to senior management. •  Define what is important to hiring managers and execu=ve leaders



Time to Fill Cost Per Hire Open Reqs

Typical Metrics:

§  Only looking at ini=al cost and not the long-‐term cost of hiring the wrong candidate.

§  Does not account for “quality of hire” – will the candidate deliver? (Business focus).

§  Recruiter focuses on the lowest hanging fruit -‐ drives recruiters to “sell” candidates internally.

§  Recruiter focuses on “filling the seat” faster and cheaper, not beger.



What to Measure: •  Sourcing Channels (Int.)

•  Recruiter Efficiency (Int.)

•  Candidate Sa=sfac=on/Experience (Ext.)

•  Hiring Manager Sat/Experience (Ext.)

•  Quality of Hire/Produc=vity (Ext.)

•  Efficiency Ra=o (Ext.)

?

2013 SHRM Talent Management

Conference & Expos

i=on

Steve Lowisz Author, Educator, Interna7onal Speaker

Tuesday – April 16th, 2013

Website: www.stevelowisz.com

Email: [email protected]

Twitter: @slowisz

recruit or get out of the way!

Education

short term

long term

success objecves

steve lowisz

strongly preferred

idenfy

skills required

oxen driven