the recruiting cycle · part 2, option a –behavioural questions decide on 2 or 3 questions (can...

The roadmap to building a high-value, high retention organization.

“Always Be Recruiting”

THE RECRUITING CYCLE

The Great Performances Group

2The Recruiting Cycle

Introduction

Doyouputasmuchintomarketingfortalentasyoudomarketingforcustomers?Mostbusinessesdon’t.AndTHAT’Samistake.Ifyouhavetherighttalentonyourteam,totellthestories,closeyourdeals,anddeliverwhatyoupromise,yourcustomerswillcome,andtheywillstay.

This19-pageRoadmapCovers:• Culture– areyouclearonwhoyouareandhowyouwillcommunicatethattotheright

candidates?• TheCheckbox– whatarethestepstoconsiderwhenmountinganeffectiverecruiting

campaign?• Retention– areyouspendingasmuchinresourcesengagingyouremployeesasgetting

them?Ifnot,yourROIonyourrecruitingeffortswillbepoortodisastrous.• TheInterview– thisisyourbestopportunitytoensureyouarerecruitingeffectively;butit

isalsothetrickiest.Thesetipsimproveyourchancessignificantly.• PositiveFeedbackManagement– thesecretweaponanysuccessfulemployeruses:using

reinforcementtomanagebehaviourforresults.


Intentional Culture

Answerthequestion:why?Every importantbusinessstrategystartswiththequestion“Why?”Theanswerdefinesthevalueofyourbusinesstoeveryonewhomatters.

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Leadfromthequestion"why?"Ensureyouareawalkingmodelfortheanswertothequestion”why?”Live yourvalues,manage accordingtoyourvalues,bethevoiceofyourvaluestoyourteam

CreatesystemstosupportTheAnswerMissionstatement,annualandquarterlygoals,OperationsManual,trainingmanuals,keyperformancemeasures…everythingshouldreflectbackonthevalueandvaluesconfirmedbyyouranswertothequestion“why?”

RecruittosupportTheAnswerHirethosewhounderstandTheAnswerandhavetheheartandstrengthstomoveitforward.

TrainandshapetosupportTheAnswerYouronboarding,trainingpriorities,budget,positivefeedbacksystems,bonusandrewardsystemsshouldallbewiredbacktosupportTheAnswer.

CultureChecklist❏Doyouhaveamissionorvaluesstatement?Ifnot,writeonetodescribewhoyouare.❏Whatkindofhumansareyoulookingfor?Writeabriefdescriptionofwhoyouarelookingfor.Focusonattitudes,values,andstrengths,notjustskillsets.


Purposeful Recruiting

AlwaysberecruitingDoyoustopmarketing?Ifyoubelievetalentmattersasmuchascustomers,whystoprecruiting?Recruitingismarketingfortalent.

2.

TherearesilverbulletsTherearelimitedbutrealsilverbulletsinbusiness.Agreatteamisone.Thesilverbulleteffectcanbefoundinthesynergyofagreatteam.Synergyiscreatedwhenourstrengthsandcontributionsreinforceeachothertothepointwhereourorganizationismorethanthesumofitsparts.

Recruittoyour"why"morethantoskillsEveryskillcanbetrainednomatterhowcomplex.Valuescanneverbetrained,andhabitsofthoughtonlywiththegreatestdifficulty.Hireforwhatyoucan’ttrain.

Posttotheheartofyour”Why"Forgetvanillaasaflavour inyourmarketingandyourrecruiting.Ifyourpostingslooklikeotherpostings,justwithdifferentnumbers,ripthemupandstartagain.Youarelookingforahumanbeingwithvaluesandheartwhosharesyourvalues.Youarenotlookingforprinterparts.


ReadresumesbackwardsLearntogotothepartsoftheresumeeveryoneelseignores.Beforetheeducationandexperience,lookforhumanqualitiesandinterests.

Askaboutthem.Youarebuildingateamofhumans,notengineparts.


UsebehaviouralorreverseinterviewingAskquestionsthatconfirmthecandidate“getsit”andhasevidenceintheirownlives(intheformsofdescribablebehaviour)ofgettingit.Thesearequestionsthatbeginwith“Tellmeaboutatimewhen…”

Reverseinterviewingisaskingthecandidatetoleadtheinterviewbyaskingquestionsthatmattertothem.Thisformatveryquicklyrevealsacandidate’sinterests,values,andagenda,ifyouknowwhattolistenfor.

AlwaysberecruitingDon’tpanichire!!Ifyouwaituntilyouneedsomeone,youwillbetemptedtohireanyonewillapulse.Recruitingisn’thiring;itiskeepingyourfingeronthepooloftalentinyourmarket.•Alwayshaveadsoutinplacesliketheonlinewantadsites(Kijiji,Used,Craigslist),andrecruitingsites(likeIndeed.ca).•Haveatabonyourwebsiteinvitingpeopleinyourindustrytosubmitaresume.•Setasidetimeeachweektoreviewincomingresumesandrespondtoeachone.Useresponsetemplatestosavetime.•Setasidetimeeachmonthtoconductmini-interviewsofthemostpromisingcandidates,evenifyoudonothaveanopenposition.Letcandidatesknowyouareveryinterestedandwillbeintouchthemomentapositionbecomesavailable.•Whenanobvioussuper-stardarkensyourdoorway,considerseriouslyhiringthemevenifyouarenotready.Iftheytrulyareasuper-star,theyshouldaddinstantandmeasurablevaluetothebusinessandthebottomline.

Interviewuptofourtimes1.Telephoneordrop-by;10minutesmax(thencheckreferencesiftheypassthispart);2.Fullinterviewwithsomeoneelsepresent.Onepersontakesnotes,theothercarriesontheinterview;3.Workinginterview(1/2– tofullweek)wherepossible.Askstaffforfeedbackonthecandidateafterwards;4.The90-dayworkinginterview– AKA’theprobationperiod’.


RecruitingChecklist

❏ Ajobdescriptionfortheposition(s)youarerecruitingfor;tobeusedinternally.

❏ Jobposting thathassixkeyelements:(1) adescriptionmarketing thebusiness;(2) adescriptionmarketing theposition;(3) alistofqualificationsrequired(technicaland

behavioural);(4) alistofthemainresponsibilitiesoftheposition;(5) theWIIFM(what’sinitforme)section- thevaluesand

benefitsofworkingforyou(hint:moneyisn’tenough);(6) clearinstructionshowyouwishtobecontacted

❏ The4-partinterviewprocess

❏ Atwo-personinterviewteam.Onepersontakesnoteswhiletheotherpersoninterviewsthecandidate.


A Day One Company

"AreweaDay1orDay2Company?”JeffBezos– Amazon.com

3.

ADay1Companymakesthedecisionthateverydaywillbeanewday,wherecreatingsomethingnewisthenorm.Day1companiesfocusonacultureofgrowthateverylevel.Theyempowertheirpeopletomakedecisionsinuncertainty,where80%confidenceisenoughtoact.InaVUCAworld(volatile,uncertain,complexandambiguous)waitingfor100%confidenceissimplytooslow.Day1companieshaveagrowthmindsetbuiltontrustandtransparency.


GrowthMindsetFocusongrowthateverylevel:personal,social,efficiencyandeffectiveness,profitability.Likehappiness,retention issomethingthathappenswhenyoudootherthingsright.Wheneverymemberofateambelievestheyarepartofsomethingthatisgrowing,andfeelstheirowngrowthisapieceofthat,retentionisnolongeraproblem.

RetentionisrecruitingFocusonkeepingtherightpeoplemorethangettingnewpeople.Rewardloyalty.Retentionisameasureofsuccess.

OnboardlikeyoumeanitNEVERthrowpeopleinatthedeepend;thatisameasureofdesperationandaset-upforfailure.Createanon-boardingpracticethatvaluesthevalues,thepeople,andthetechnicalrequirementsoftheorganizationandtheposition.Celebrateanemployee’sdayone,andcelebrateatday91!Greatretentionstartswithgreatonboarding.

Traintoyour"why"Morethananythingpeopleneedtoknowtheyaremakingadifference;theyneedtoknowhowtomakeadifference;theyneedtoknowwhytheyaredoingwhattheyaredoingandhowitconnectstowhyyouaredoingwhatyouaredoing.Theheartofthegrowthmindsetisintheanswertothequestions“Whyarewehere?”,and“HowamImakingadifference?”

ManageforstrengthsItisanROIequation.Nooneisperfect.Iftheydoubleortripleuponyourinvestmenttheystay,allthingsbeingequal.Don’ttrytofixpeople,fixtechnique.Wheretechniqueandpersonalityclash,terminate.Youhiredthewrongperson.

FeedbackistheconnectivetissueFeedbackistheprocessoflettingpeopleknowconsistentlywhattheyaredoingisconnectingtotheorganizations“why”andmeasurableobjectives.Itistheclearestsignaltothemandtotheirteam-mateswhatreallymatters.

TerminationsareadesigntoolPeoplenotsuitedtotheirroleseitherneedtobemovedtotherightroleorletgo.Peoplenotsuitedtotheirrolesareunhappy.Peoplenotsuitedtotheirrolesareunder-productiveandaresittingintheseatofthenextsuperstaronyourteam.Anunderperformerandasuperstarcannotoccupythesamespaceatthesametime.


RetentionChecklist

❏ Lettersofoffer(AKAemploymentcontracts)oremployeehandbook

❏ Haveaformalonboardingperiod

Taketimetointroduceyourvalues,yourvision,andyourculture;

Taketimetointroducetheteamandthesystems.

Theonboardingperiodcanlastanywherefromadaytoacoupleofweeks.

❏ Atrainingmanual– focusparticularlyondecision-making,ifyouseeyourselfasaDay1Company

❏ Haveregularlyscheduledfeedbacksessions– especiallyduringtheonboardingperiod

❏ UsePositiveFeedbackManagementtiedtothecommitmenttogrowthateverylevel

“Nothinggreatgetsdonealone.”


The Interview4.

Theinterviewistheheartoftherecruitingcycle,andwithgreatonboarding,yourbestchanceatcreatinganeffective,engaged,high-retentionteam.Thisiswhereyouhaveyourbestchanceofconnectingwiththehumansthatwillbestdriveyour“Why”forward.

PrepareMakenotes.Identifykeyvalues,personalattributes,habitsandattitudesyouarelookingfor.Identifyandlistkeyskills,capabilities,competenciesyouarelookingfor.Haveacolleaguepresentanddecideinadvancewhowillbeaskingthequestions;

AnalyzeReviewallapplicationmaterialsbeforetheinterview.Callreferencesbeforetheinterview.Checksocialmediaaccounts.

WelcomeTaketimetomaketheapplicantcomfortable– providerefreshments(atleastaglassofwater);talksociallybeforebeginningtheinterview;showanhonest/genuineinterestintheapplicant

Greettheapplicant,givingyournameandpositionandthoseofotherinterviewersinvolved.Explainthepurposeoftheinterview:• Toacquaintinterviewerandapplicant• Tolearnmoreabouttheapplicant'sbackgroundandexperience• Tohelptheapplicantunderstandtheorganizationanditsvalues• Toidentifywhatdefines“agoodfit”

Describetheinterviewplan:• Lettheapplicantknowwhatkindsofquestionsyouwillbeasking,orifusingReverse

Interviewing,explaintheformat.• Pointoutthatthisinterviewisaboutbothpartiestryingtofindthebestfit• Indicatethatyouwillbetakingnotes


CONDUCTINGTHEINTERVIEWPart1– ReviewtheApplication/CV• Noteanythingonwhichyouareunclearorwouldlikemoreinformation• Noteareasofinterestandareasofconcerntoexplore• Discussanygapsinemployment

Part2,OptionA– BehaviouralquestionsDecideon2or3questions(canbemore,butbeawareofthetime)thatfollowthebehaviouralinterviewguidelines:askquestionsthatasktheapplicanttoprovidespecificexamplesofpastbehaviourthatshowtheinstinctsandvaluesyouarelookingfor.Moreonthisonthenextpage.

Part2,OptionB– ReverseInterviewsLetthecandidateknowthattheinterviewwillbeanopen-endedconversationdrivenbytheirquestions.Thistechniqueispowerfulwhenfacilitatedcorrectlybecauseitveryquicklyrevealsthecandidateslevelofpreparation,theirvalues,interests,levelofknowledge,etc.Yourjobistobeextremelyclearonthehuman(notjustthetechnical)valuesyouarelookingfor,andtoguidetheconversationemergingfromeachquestionaccordingly.


BehaviouralInterviews

LikeReverseInterviewing,behaviouralinterviewingrequiresskill,sometraining,andfocustobeeffective.Therearethreestepstoconductingsuccessfulbehaviouralinterviews:1. Youmustbeabsolutelyclearonthebehavioursyouarelookingfor.Forexample‘team

player’isnotabehaviour.Itisadescription.Unlessyouhaveworkedwithyourrecruitingteamtodefinewhat‘teamplayer’behaviourslooklike,youcan’tinterviewforthem.Yourquestionswillseemlikevaguefishingexpeditions,ofthekindthatmakesomanycandidatesdreadbehaviouralinterviews.

2. Youmustscaffoldtheprocess.Beforeyouaskabehaviouralquestion,ensurethecandidateunderstandswhatyouaretalkingabout.Assumptionsarethedeathofgoodcommunication.Beforeabehaviouralquestion,asksomethinglike“Whatdoesteamworkmeantoyou?”

3. Askalimitednumberofbehaviouralquestionsandpayattentiontoboththeeasewithwhichacandidateisabletobringanexampletomind,andhowspecificorvividthestoryis.

Someexamplesofbehaviouralquestions:1. Canyoutellmeaboutatimewhenyounoticedsomethingthatneededdoing,andyoujust

wentforitonyourownandtookcareofit.2. Haveyoueverhadatimewhenthingsweredownatwork,anditseemedlikeeveryone’s

moodwasdown.Whatdidyoudo?3. Ineveryworkplacetherearetimeswhensystemsbreakdownanditseemslikethingsare

comingatyoufromeverydirection,allatonce.Thinkofatimewhenthishashappenedwhereyouhaveworked,andtelluswhatyoudidtosortthingsout.


Part3– OtherareasofinterestTakethistimetoaskaboutanyspecificexperienceorskillsyouarelookingfor,orthattheapplicantwouldliketosharethatisnotontheirApplication/CV.

Frametheconversationatthispointaroundthecorehumanvaluesyouaretryingtofindcluesfor.Aretheyinherentlycreative?Curious?Confident?Empathetic?

ClosingtheInterviewAskthecandidateiftheyhaveanyquestions.

Askthemifthereisanythingthattheywouldliketohavesaid,orwantyoutoknowthathasn’tcomeupyet,ortheyfeeltheydidn’texpressaswellastheycould,earlier.

Explainnextstepsinselectionprocess.

Thankapplicantforproductiveinterview.

ToproceedwithacandidatebeyondthefirstinterviewBringbackfora‘workinginterview’foronetask,morningorafternoon,orfullday.Thisiswithpay,andwithaninitialone-pagesign-offforconfidentialityandthatthisisa‘workinginterview’anddoesnotconstituteanoffer.

Hiresuccessfulcandidate,butensurethatintheLetterofOfferitisclearlyspelledoutthatthefirst90daysareprobationaryandthateitherpartyreservestherighttoterminatewithoutconsequence.Theemployeeshouldthinkofthisasthe“90-dayinterview”partoftheprocess.


InterviewChecklist

❏ Beequallyclearaboutthetechnicalandhuman(‘soft’)strengthsyouarelookingfor.Theyshouldbedescribedinwriting.

❏ Identifyyour‘InterviewTeam’.

❏ Identifyyourdesired‘behaviour-based’behavioursinadvanceandinwriting.Prepareyourquestionsinadvance.

❏ Createopportunitiesfor‘workinginterviews’.


The Power of Feedback5.

Werefertoeverythinginthisroadmapasa‘cycle’.Itisatthispoint,aftertheinterviewandtheonboardinghavetakenplace,thatwehonour that.Untilthispointtheprocessislinear:identify,confirm,hire,onboard.Done.But…

IntheCustomerExperienceCyclewemakethepointGreatPerformancesbusinessesdon’taimforsales,theyaimforrepeatsales.Wearealwaysseekingtoimproveour‘repeatandreferred’business.Inrecruitingandretention,theRecruitingCycle,arearejustlookingforemployees,wearelookingforretainedtalent,andpeoplewholoveworkingforussomuchtheyareourbestsourceofreferralstonewtalent.

Thedrivingforceinclosingthatcycleisfeedback.

WegointomuchgreaterdepthonthesubjectofFeedbackManagementhere,butherearesomekeypointsspecifictocreatinga’retainandrefer’employeeculture.

EmployeeFeedback1. Clarifyobjectives,rootedinyour‘Why’.Andthenclarifythemagain.Rememberthe

CultureChecklist?Youremployeescan’ttunetheirperformance,orfocustheirresources,iftheydon’tknowexactlywhereyouwanttogo.Whenyouareabsolutelyclearaboutyourkeyobjectives,your‘Why’,yourvalues,communicatethemtoyourteam.Repeatyourselfasoftenasyouhaveto,andconstantlycheckforunderstanding.

2. Connectstrengthstoobjectives.Makeitcleartoeachemployeeexactlyhowtheirskillsandattitudesmeshwiththeobjectivesofthebusiness.Remindemployeesthatyouhiredthembecauseyousawauniquecombinationofabilities,attitudes,andbehaviours,andhowthoseattributesaregoingtofurtherthegrowthoftheorganization.


1. BepreciseANDgenerous.Don’twaitfor‘specialoccasions’beforeyourecognizeanemployeeforvaluableperformance.Wedefine‘valuableperformance’asanemployeemakingadeliberatechoicetobehaveinawaythatsupportsgrowth.Thisisnotaboutbeingremarkableorspecial.TheseareNOTcompliments.Thisisfeedback:informationfortheemployeetheyaredoingpreciselytherightthing.Thefirsttimeyou‘catch’anemployeedoingitright,commentpositively.Andthesecondtime.Andathirdtime.Foreveryemployee.Ifyouhaven’tprovidedpositivefeedbacktoanemployeeinthecourseoftheweek,eitheryouhaveaproblem,ortheemployeedoes.Timeforareview.

2. Besystematic.Anythingworthdoingisworthdoingright.Inbusiness,anythingworthdoingisworthplanning,tracking,andevaluating.Documentconversationsaboutobjectivesanddesiredbehaviours/performance.Trackyourownperformanceinprovidingpositivefeedback.Usechecklists.Meshtheseinitiativeswithperformanceevaluationsifyouusethem.


PositiveFeedbackChecklist

❏ Beclearonyour’Why’,yourvalues,yourgoals.

❏ Hiretosupportandfeedthoseobjectives.

❏ Identifyandprovidefeedbackonbehavioursthatfeedthoseobjectives.

❏ Setcompanyanddivisionalgoalsthathave80%orbetterchanceofsuccess.Thencelebrate.Celebrationsarecollectivefeedbackonperformance,andasimportantasindividualfeedbackonbehaviours.

1. Useperks.Positivefeedbackisusuallyverbal.Youarelettingtheemployeeknow,andbroadcastingtothosearoundthem,thattheyarecontributingtogrowth.Butdon’tshyawayfromperksforremarkableperformance.Ifsomeone’seffortshaveaddedvaluetotheorganization,sharesomeofthatwiththem.Iftheyhavegoneoutoftheirwaytotakecareofacustomer,takecareofthem.Giftcertificates,handwrittenthank-younotes,daysoff,companyswag…itallgetsnoticed.Andifyoucanmakeitpersonalbyhavingtheperkreflectthefactyouknowsomethingabouttheemployee’spersonallife(golfitemsforagolfer,agiftcertificatetoarestauranttheykeepmentioning),thatmakesitevenmoreeffective.

Thethreekeyelements:clearobjectives,relentlesscommunication,guidingfeedback.

Feedbackdriveseverything:growth,retention,success.Bydefinitionitisabout‘whatgoesaround,comesaround.’Weseethatoursuccessistheirsuccessandvisaversa.Everyonewantstobeonawinningteam.Andwhenyouconfirmformethatoneofthereasonsweareawinningteam,isbecauseofmyefforts,thatistheultimatereasonformetostickaround.

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WHATWEDOWesupportbusinessownersingrowingasustainableenterprise.Wegrowgreatmanagementteams,marketingandoperationalpractices.

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The Recruiting Cycle

the recruiting cycle · part 2, option a –behavioural questions decide on 2 or 3 questions (can...

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