recruiting engaged employees. selecting the wrong person can be terrifying! “i don’t worry about...

Recruiting Engaged Employees

Selecting the Wrong Person Can Be Terrifying!“I don’t worry about hiring a great employee and having him leave in three months, I worry about hiring a bad employee and having him stay for three years!” -- Anonymous

What’s your hiring horror story?

In your groups:−Share a hiring horror story−Select the best story to share

with the rest of the workshop. −When called upon, share the

story your group selected

© The Employee Engagement Group 2011 All Rights Reserved

Recruiting PartnershipHR

First line

leaders

High Quality Candidates


Role/Responsibility HR Mgr

Conduct analysis (consider your succession plan and HIPOs)

Write B.E.S.T. profile

Share opportunities with other offices, areas, and company

Post all positions internally

Encourage employee referrals

Initiate social media recruiting

Ongoing proactive structured recruiting

Manage on-line postings (e.g., Monster, Craig’s List, etc)

Manage recruiting firms (e.g., headhunters)

Suggested Roles and Responsibilities


Recruiting Modes

Crisis Recruiting Proactive Recruiting

When you need people ‘yesterday’

Recruiting even when you don’t have a position to fill

When should you be recruiting new employees? ALWAYS!

Hire Hard, Live Easy, Hire Easy, Live Hard Bob Kelleher


Active Semi-Active

Passive Semi-Passive

Right Candidate “Types”

Needs a jobAggressively looking

Wants a better jobLooking sometimes

Wants a better jobWaiting for your call

No desire for new jobDon’t call


Skills/Tenure or Accomplishments

Skills/Tenure Accomplishments

Have 10 years experience Increased client x account by 15% in one year

Have good planning skills Submitted strategic plan in 90 days and hired 3 people

Good problem solver Worked with dept. x to eliminate processing bottleneck

See additional examples in your workbook


TraitsCharacteristics that define someone’s personal nature

EducationThe

knowledge one carries with him/her

BehaviorHow one acts or reacts to

specific circumstance

s

SkillsThe ability to

put knowledge into action

TraitsCharacteristics that define someone’s personal nature

Demonstrated through presentation

and actions

Examples:• Accountability

• Integrity• Enthusiasm• Optimism

• Collaborative

BehaviorHow one acts or reacts to specific circumstances

Demonstrated through performance, actions, and conduct

Examples:• Expressing one self clearly• Meeting project deadlines• Calm under pressure

EducationThe knowledge one carries with him/her

Demonstrated through diplomas and certificates

Examples:• Master of Science in Hydrology• HazMat Certificate

SkillsThe ability to put knowledge into action

Demonstrated through activities and assignments

Examples:• Technical writing• Accurately inter- prets lab results• Proficient in Excel and Access

First, Know Your Needs Using the B.E.S.T. Concept


Exercise – Behaviors and Traits

– List the traits that you would like to see in an employee, then list the behavior you think demonstrates each trait.

TraitBehavior

Traits – character-istics that define a person’s nature; this might include integrity, honesty, accountability, etc.

Behaviors – describes how a person acts or reacts. Behaviors are often dictated by traits.


Exercise – Behaviors and Traits (continued)

– Report back:• Traits

• Corresponding behavior(s)

– What discussions did you have around this topic?– Were there differences of opinion of:

• Definitions of traits

• Behaviors that might demonstrate a particular trait

– Why is this exercise important? How can it help you in the recruiting and hiring process?


Developing a B.E.S.T. Profile

– If you want to select superior people, first define superior performance• Define the job in general terms

• Create 6-8 prioritized performance objectives to clarify expectations

• Define success characteristics (behaviors and traits) as well ask skills and education/experience


Develop a B.E.S.T. Profile

– If you want to select superior people, first define superior performance• Define the job in general terms

• Create 6-8 prioritized performance objectives to clarify expectations

• Define success characteristics (behaviors and traits) as well ask skills and education/experience


Exercise - B.E.S.T Profile

1. Break into groups of two or three2. Select a position for which you are hiring (or could be

hiring in the future)3. Use the B.E.S.T. Profile to prepare to staff for this

position.• List 6 – 8 performance objectives

• Make a list of the behaviors and traits, education, and skills that you will be looking for

4. Be prepared to discuss your B.E.S.T. Profile


Exercise - Sources for Candidates

−To ensure a thorough search, use the Recruiting Sources Planning Guide to stimulate basic and creative recruiting venues.

−Work with a partner to select a real or hypothetical position to recruit.

−Using the Recruiting Sources Planning Guide form document as many specific sources for candidates as possible and appropriate


Determine a Long Term Staffing Strategy

– Rolling 12 month forecast– Basic planning process equivalent to budget,

product, sales forecast– Organize team around prioritized needs– Develop long-term sourcing strategy

(proactive vs. reactive)– Integrate HR, line, divisions, functions, etc.– Link with succession planning– Consider your high performance and high

potential (HIPOs) employees


Building your Talent PipelineLink with your brandDevelop long term strategyAddress short term needs


Knowing Your Brand

Many companies simply don’t know who they are and therefore can’t hire the types of people who will be

engaged in their culture

In other words,

Do you know why people work for your company?What is your Employer Value Proposition?

“You don’t have an Engagement problem, you have a Selection problem.”


Your Employer Value Proposition

Why you do itWhat you do


Brand Who You Are

What do these companies have in

common?


Brand Who You Are

EVP(Employment

Value Proposition)

Product or Service

Branding

Third Party Branding(Customers,

Vendors, Suppliers)

Tri-branding


Know Who You Are

Brand Awareness

Brand Knowledge

Brand Believers

Brand Deliverers

The Holy Grail of Branding


Exercise – How can others recruit for you?

Employees Clients


Knowing Your Brand Allows You To Design The Right Recruitment Message


Your MessageYour Brand

88% of employers rated employee referrals above all other sources for generating quality new hires

82% of employers rated employee referrals above all other sources for generating the best ROI

26% of external hires are generated from employee referrals

69% of employers say they have a formal employee referral program

Employee Referral Program (ERP)

2010 CareerXRoads Sources of Hire Study



Employee involvement

Appropriateincentives

Ongoing evaluation

Education Cash Donations Drawings Hardware (i.e., iPad)Time off

Encourage social media Their motivations Improvements Overall program Who’s eligible?

GenerationsKeep it simpleDemonstrate howPositions available

Listen to employeesTrack successesCommunicate progress



– Who qualifies as a referral?• Someone you know and are confident would make an excellent

employee.

– Who doesn’t cut it as a referral?• Someone you casually meet at a conference, or someone who sends

in an unsolicited resume, etc.


• We have four different generations working side by side in the workplace– Traditionalists – 1922 – 1945– Baby Boomers – 1946 - 1964– Generation X – 1965 - 1980– Gen Y –1981 – 1995

• No one generation is better or worse than the other generations

• Changing your leadership approach is easier than changing the values developed over a lifetime

Remember the Generations


Baby Boomer(38.6%)

Generation X(32.1%)

Gen Y(24.7%)

Traditionalist (4.7%)

Statistics from Bureau of Labor Statistics (2011)

Traditionalist• Born 1922 – 1945• Conformity• Stability• Upward mobility• Security• Respects authority

Boomer• Born 1946 - 1964• Personal and social expression• Idealistic• Questions authority• Materialistic• Workaholic

Generation X• Born 1965 - 1980• Free agency and independence• Street smarts• E-mail • Cynicism• Work/life balance

Gen Y (aka Millennials)• Born after 1980 • Hope about the future• Highly structured• Instant everything• Social activism, family centricity• Demand for diversity



Social Media and Recruitment


• 800 million Users• Average user has 130 friends• Average user spends 5-6 hours per week on site• 75% of time spent on social networking sites is spent

on Facebook• Use of mobile devices is the highest growth area• Mobile users are 2x as active on site



For Free• Post on your status you’re looking for a

job• Encourage your employees to post

(link with your referral program)• Utilize the Facebook Directory to search for users, pages, groups

and applications• Create a Facebook Page• Post on Marketplace

Pay• Create a Facebook Ad

– Targets specific audience; you pay based on hits © The Employee Engagement Group 2011 All Rights Reserved

How to Recruit on Facebook

• 135 million users (2 new users every second)

• Has become a powerful recruiting tool– Employers can post jobs– Employers can search for passive candidates– Candidates can get company information– Pictures can help identify under-represented groups– Some employers are looking at candidate profiles to get

more information

• Balanced user demographics: – 18 – 24 (21%), 25 – 34 (36%), 35 – 54 (36%), 55+ (7%)



For Free:• Build connections to people you already know

– former co-workers, current clients, local entrepreneurs and even friends and family.

• Join Groups– For example, if you are always looking for Geotechnical Engineer, you

can find an affiliated group on LinkedIn• Use your network activity box (also known as a status box) to broadcast

that you are hiring. "Looking for a Geotechnical Engineer. If you know someone, maybe even you. Contact me."

• You can find out a lot about a person from their profile before contacting them for an interview.

• Encourage your employees to post jobs (link with your referral program)© The Employee Engagement Group 2011 All Rights Reserved

How to Recruit on LinkedIn

Pay:• Post jobs you have available for $295 to post a job for 30 days. • Buy credits and pay less per job posting - 10 Job pack - $175

a job• Sign up for LinkedIn Talent Finder


How to Recruit on LinkedIn


• Fastest growing social networking site

• Currently 62 million users• Reached 10 million users in 16 days (it took Twitter

780 days and Facebook 852 days)

+


• 225 million users


Lady Gaga

Twitter Trivia:Who is the most

followed person on Twitter?



Top Reasons to Use Twitter in Recruiting• Allows you to connect with current and

potential employees• Lets you send important company or industry

messages (with links)• You can view what others are saying about your company

(both good and bad)• Communicate job openings and new hires• Twitter will only grow – the sooner you take advantage of it’s

power, the better you will be able to recruit and brand


For Free• Tweet Your Job Opening• Use Hash Tags

#MechanicalEngineer• Ask your employees to tweet openings

(reinforce your employee referral program as an incentive)


How to Recruit on Twitter

•Zappo's CEO Tony Hsieh …– Has more than 1.7 million followers

on Twitter – Encourages employees to update their

Twitter and Facebook feeds throughout the workday



• YouTube has 490 million unique users worldwide per month

• Users spend at total of 2.9 billion hours per month (that’s 326,294 years)


How do you use it for recruiting?


Miscellaneous Social Media Statistics• Woman are more active than men (55% - 45%)• Social media users dine out more than others• 57% of people talk to people more online than they

do in real life• 15% of 16 – 24 year olds prefer to receive customer

service via social media • More people own a mobile phone than a toothbrush

(globally)• Smartphone users are twice as active on social media

than non-smartphone users



And the Resumes Roll In . . .

How do you decide which candidates to interview?© The Employee Engagement Group 2011 All Rights Reserved

Resume Screening− Cover letter

• Content (personalized, well organized, clear, addresses job)• Aesthetics (easy to read, visually appealing, professional)

− General qualifiers• Content (career objective, accomplishments, dates and sequences match)• Match with B.E.S.T. Profile criteria

− “Yellow” flags• Items that make you ask questions about the person’s qualifications / fit• Avoid eliminating based solely on yellow flags; view them simply as areas that

require further probing

− Hard-to-fill positions• If you’re been searching for a while, and/or the position is very difficult to fill,

you need to be more flexible in screening criteria


Resume Screening


Exercise - Screening Resumes

Part 2

– Working in groups or pairs, identify a job you would like to fill (use the BEST Profile) and review the Resume Screening Tips .

– Using the two resumes, identify:• General qualifiers • Yellow flags• Other information that might impact your opinion

– Record your answers; be prepared to discuss your findings

Part 1

– Make a list of what you look for when screening resumes?


Letting a Resume Get Cold…

“Speed is everything in hiring top talent. Within ten days the top 10% of job seekers are gone.” - Peter Weddle

One of two things will happen within 10 days; they will either:

– Find a job– Stop looking


Exercise – What can you sell about your company to candidates? What will interest them? How will you sell different aspects of your company to the different generations?

Each candidate will have a different reason for being attracted to your company:

– Culture and EVP

– Professional growth

– Stable Ownership

– Loyalty and longevity of staff

– Recognition

Sell the company

Selecting and Hiring Engaged Employees


1. Link with B.E.S.T. Profile 2. Develop questions and evaluation criteria3. Conduct phone interview4. Prepare for the face-to-face

interview5. Hold face-to-face interview6. Select the “best fit” candidate7. Conduct reference checks8. Extend offer

Eight Steps to B.E.S.T. Interviewing


1. Link with B.E.S.T. Profile

• Review specific B.E.S.T. characteristics that define high performance at the company – What are the traits you

identified?– What behaviors demonstrate

those traits?

8

Steps to

Effective

Interviewing


2. Develop B.E.S.T. Questions• Link to your B.E.S.T. Profile• Behavioral questions help get at

behaviors and traits

• Different questions for different positions• Same questions for same positions

“Past performance in the same or similar work is thesingle most reliable predictor of future performance”

Carol Hacker, War for Talent

8

Steps to

Effective

Interviewing


Exercise – Developing B.E.S.T. Questions

1. Use the Candidate Evaluation Form2. Write at least one behavior, one trait,

and one performance objective from your B.E.S.T. Profile in the appropriatecolumns

3. Weight each category using the weighting system 4. Develop questions for each behavior, trait, and

performance objective5. Be prepared to discuss your results

8

Steps to

Effective

Interviewing

3. Conduct Phone Interview

• Use the Telephone Interviewing Tips• Objective is to determine candidate’s

match with the B.E.S.T. Profile, their knowledge about the company, and ability to articulate relevant experience

• Describe the position to the candidate• Listen for examples of relevant experience as well as

level of enthusiasm, and “drill down” when response sends up a “yellow flag” or exposes an area of interest

8

Steps to

Effective

Interviewing

3. Conduct Phone Interview

“We’re in the early stages of the hiring process and still have a few other people to talk to. It sounds like you have many of the qualifications we’re looking for. How does what we’ve talked about sound to you? Are you still interested in continuing?”

– Go or no-go decision:• Fit the B.E.S.T. Profile?• Salary consistent with what the

company will offer?• Chemistry between the candidate and yourself?

– Have a good, consistent closing statement

8

Steps to

Effective

Interviewing


4. Preparing the Face-to-Face Interview

• Decide who should interview each candidate (select “positive” people!)

– Remember that more is not necessarily better

• Define roles of the interviewers

– Who should cover what topics and ask which questions• Coordinate times and dates

8

Steps to

Effective

Interviewing


5. Hold Face-to-Face Interviews

• Schedule the interviews and interviewers

• Review your interview questions on the Candidate Evaluation Form

• Review Why [company] a Great Place to Work

8

Steps to

Effective

Interviewing



Does the candidate:

• Make good eye contact

• Have good posture

• Appear well groomed

• Exhibit appropriate facial expressions

8

Steps to

Effective

Interviewing


Avoid bias• Stereotyping• Halos (one extremely strong trait) and

Horns (one debilitating trait)• Comparison• Desperation


8

Steps to

Effective

Interviewing


5. Hold Face-to-Face Interview

Close the deal• Create supply and demand to keep pay

competitive• Gauge the interest level the candidate

has in the company• Express your enthusiasm if you are CONVINCED

the candidate is “the one” – but don’t make any promises

• THANK them for their time!

8

Steps to

Effective

Interviewing


6. Select “B.E.S.T. Fit” Candidate• Obtain input of ALL who participated• Base decision on an objective

weighing of all Candidate Evaluations• Don’t settle for mediocrity

• However, don’t wait for the “Perfect” candidate• Is there a contingency plan if top candidate rejects?• Is there a place in the company for #2 (or 3 or 4)?

“I don’t worry about hiring a great employee and having him leave in three months, I worry about hiring a bad employee and having him stay for three years!”

8

Steps to

Effective

Interviewing


7. Conduct Reference Checks• Use the company’s Reference Form• Strong candidates have strong references• Client references are the best assess-

ments of how well candidate works with clients

• Ask for verification of strengths / development areas (‘Tell me about a time. . .’)

• Networking provides the best references!!

8

Steps to

Effective

Interviewing


8. Extend Verbal Offer

• Involve HR – Don’t make promises you can’t keep

• Make [company]’s best and final offer• “Recruiting is selling” – reiterate:

– “Employer of Choice” culture– Why [company] is a Great Place to Work

• Essential to keep recruiting until person arrives on the job

8

Steps to

Effective

Interviewing


8. Extend Written Offer

If Candidate Accepts:• Notify Human Resources• HR produces and sends offer letter• Offer signed and returned• Negotiate start date

8

Steps to

Effective

Interviewing


8. Extend Offer

If candidate doesn’t’ accept (either written or verbal) offer:• Find out why• Reevaluate other candidates• Don’t accept #2 automatically

8

Steps to

Effective

Interviewing


You’re Not Done Until the New Hire is in the Door!

• Continue to sell the company• Stay in contact with candidate / employee• Candidate is vulnerable to counter offers• There is often second-guessing and re-evaluation

occurring• You have opportunity to reinforce new hire’s

decision

Exercise: What ideas do you have to stay in touch with the new hire?


Protecting your InvestmentVisible Cost: 15-30% Separation Recruiting / Hiring Orientation Training

Hidden Cost: 70-85% Lost expertise

Lost productivity of other employees

Opportunity cost of vacant position

Learning curve of new hire

Statistics from Deploy Solutions: The Calm Before

the Storm,

“Turnover costs can reach 150 – 250% of annual salary”

The Cost of Employee Turnover- William Bliss


Keys to Maximizing Retention– Continue to focus on developing your staff – Accelerate promotions for Investment and High

Potential Core employees– Reward and recognize– Communicate, communicate, communicate– Conduct “Stay Interviews” (see sample questions

below):• What about your job makes you get up in the morning?• What about your job makes you want to hit the snooze button?• What would make you leave for another job?• What kind of recognition should be more meaningful to you?• Are we allowing you to reach your maximum potential?• If you were to win the lottery, what would you miss the most?


Retaining the GenerationsBoomer Generation X Generation Y

Preferred Communication

• Personal interaction, meetings, phone calls

• Voice mail, e-mail • Instant communications

Leader Motivation • Leaders who get them involved and show them how they make a difference

• Allow them to get the job done on their own schedule (even if unorthodox)

• Connect their actions to personal and career goals

Rewards • Seek personal appreciation and recognition

• Free time, upgraded resources, bottom line results, development opportunities

• Awards, certificates, tangible evidence of credibility

Retention ideas • Offer flexible work arrangement (such as telecommuting, adjustable scheduling, personal time for family)

• Offer phased retirement and health/wellness programs

• Allow them to work autonomously

• Show them options for schedules

• Flexible work schedules – assign a task and they will get it done

• Frequent, accurate, specific, and timely feedback to build skills and improve their resume

• Provide flexibility to allow them to pursue outside interests

• Get them involved in meaningful volunteer efforts

• Pair with older mentors (preferably Boomers)

• Leverage their capability to access and share information quickly


Exercise – Ideas for Maximizing Retention

Working in groups, what ideas to you have (or are your currently doing) to maximize retention of your staff?

Make a list of specific actions you are taking or can take to retain your best employees.


2 3 4 5 6 7

Inte

nt to

Sta

y

Time to ‘re-engage staff’

Source: Wright Associates

Years of service1

Consider conducting ‘Stay Interviews’

Ongoing Engagement Needs

What makes you want to come to work?

What aspects of your job do you like the most? The least?

What would make you leave for another job?

Do you get enough recognition?

What kind of recognition would be meaningful to you?

Are we allowing you to reach your maximum potential?

If you won the lottery and resigned, what would you miss most?

Possible ‘Stay Interview’ Questions

Can you think of others?

Ongoing Engagement Needs


?

recruiting engaged employees. selecting the wrong person can be terrifying! “i don’t worry about...

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