effective hiring skills - xcellon

8/2/2019 Effective Hiring Skills - Xcellon

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Effective Hiring Skills

By,

Kaushal Mandalia ([email protected])

Niyati Bhat Jathal ([email protected])
mailto:[email protected]:[email protected]:[email protected]:[email protected]


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Some basics


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What is HRM?

Human Resource Management is the process

ofACQUIRING, training, appraising, and

compensating employees and attending to

their labor relations, health and safety, and

fairness concerns.

Acquiring/ Hiring is the 1st step of Human

Resource Management.


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Hiring and YOU!!!


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What will be your role ?

Manpower planning

Preparing Job specifications and Job Descriptions.

Sourcing of resumes in reference to job specifications & job description

using job portals, referrals, intranet & consultants.

Scheduling of interviews Facilitating / conducting preliminary interview

Offer letter release & handover

Ensure interview reimbursements & expense management

Generate & maintain recruitment database & productivity reports

Pre-joining communication with candidate to ensure joining


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What skills should you possess?

Adaptability Skills Imbibing the organisational values and practices

Conceptual skills Ability to conceptualise departmental needs and correlatethem with the candidates while interviewing.

Communication skills - Verbal, written & non-verbal

Customer focus Candidate, Senior Management, Placement Consultants,Campus officials.

Process orientation Ability to comply and improvise the procedures

Persuasive & Persistent - Convincing candidates effectively

Computer skills Mastery in PowerPoint and Excel


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HRMIts All About Results !!

For many years it has been said that capital is

the bottleneck for a developing industry. I

dont think this any longer holds true. I think

its the work force and a companys inability to

recruit and maintain a good work force that

does constitute the bottleneck.

-F. K. Foulkes


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Why Hiring Important?

Yoursuccess as a manager is simply the result of

how good you are at hiring the people around

you.

Finding the right people is the single biggest

problem in business today.


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Defining Todays Job

OLD

Knowledge, skills,

abilities Jobs defined as

bundles oftasks

Employees perform

strictly definable tasks

NEW

Competencies

Jobs defined bycompetencies

Jobs are flexible


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Defining Qualification Standards

Old

Time Served

Occupation-specific Minimal Requirements

Limited assessmentoptions

Limited career mobility

New

Whole personcompetency-basedapproach

Optimal Profile

More assessmentoptions

Encourages careermobility


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Bad Hire.

BadHire

Not a TeamPlayer

Lacks Skills

Not my jobsyndrome

Part of theProblem

Un

Professional


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Good Hire Ideal Candidate

IdealCandidate

Able andSuitable

Willingness

ProblemSolvingAttitude

ProfessionalBehavior

Teamwork


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Foundation of Hiring

WhyWhy you want to hire candidate?

HowHow you make sure that you get

the candidate as per your needs as

per your expectation for specific

outcome?

WhatWhat you will do now to complete

your hiring process


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Hiring Process

1 Identify Requirement

2 Post Job Advertisements / Ask for References

3 Screen Applications

4 Call for Interview

5 Select and Offer


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Two ERRORS Possible

Recruiting theWrong Person Missing out

Recruiting theRight Person


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Why this scope for errors?

Known candidate

Self Comparison

Non Clarity of job profile 1st impression should not be the last

impression

Personal biases


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9 Hiring Mistakes

Employers Make


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Mistake 1We want the person who just left the job


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Mistake 2References are taken as a tickbox exercise

There is NO better way to really

find out about an employee thanto find out how they performed

in a previous job. This will be

much more reliable than any

interview process.


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Mistake 3Not selling your company brand

You may think you are the best

company to work for but withoutproviding a great impression and

an engaging interviewer to a

candidate, they wont feel the

same.

First Impression is Critical


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Mistake 4The Line Manager is not actively involved

Everyone says their staff are their

most important resource but how

many times is the recruitment leftto the HR/ recruitment

department? You will get out what

you put in.

Have the prospective manager involved from the start.


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Mistake 5Out of date, too narrow or too vague job specs

Specific Job Description helps you

to arrive at a right application at

the first place

Stop re-hashing old job specs and work out

competencies of the role.


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Mistake 6Over-interviewing

Interviewing a candidate more

than 4 times generally means that

you are not doing interviewingeffectively. Interviews alone only

have a 30% accuracy.

Try other assessment methods: Group role-plays

Psychometric tests

Presentations

Exercises


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Mistake 7Delaying the Recruitment Process

Dont start the process until

you can answer the question

if I saw the perfect persontomorrow would I hire them

immediately.

Delaying the process sends allthe wrong messages to

candidates.


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Mistake 8Under-utilising your own people to source

candidates

The best hires are generally

referrals from someone who has

worked for or with someone.

Ensuring there is a constant

pipeline of referrals is critical to

find great talent for your

organization.

Network your own organizationand contacts.


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Mistake 9Over stating the role

If you mis-represented the role at

the start, you may hire the person

but they wont stay. You have

already broken the psychological

contract with the employee. They

may

dis-engage from the start.

Be open and honest about therole from the beginning of the

hiring process.


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Foundation of Hiring

Start with Why

Stephen Covey


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What are the 3 important pillars of

hiring decision?

Job Analysis

JobSpecificationJobDescription


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Job Analysis

Job analysis is the systematic assembly of all the

facts about a job.

The purpose is to study the individual elements

and duties.

All information related to the salary and benefits,

working hours and conditions, typical tasks and

responsibilities is required for the job analysis. The results of job analysis are job description and

job specification.


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Job Description It Includes :-

Job Title

Date Title of immediate supervisor

Statement of the Purpose of the Job

Primary Responsibilities

List of Typical Duties and

Responsibilities General Information related to the

job

Training requirements

Tool use

Transportation Signature of the person who has

prepared the job description

WHAT is thejob?

It defines

DutiesRelationships

Results

expected


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Job Specification

It includes:- Degree of education

Desirable amount of

previous experience insimilar work

Specific Skills required

Health Considerations

WHO can do thejob?

Job Specificationis an analysis of the

kind of person it

takes to do the job,

that is to say, it liststhe qualifications.


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Step 1 : Why

Why

Goal Vision

Attitude

Critical Attributefor the Post

CompetenciesRequired forthe profile


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Benefits of Critical Attributes

They improve accuracy in assessing peoples suitability or potential for

different jobs.

They facilitate a closer match between a persons skills and interests and the

demands of the job.They help to prevent interviewers and assessors from making snap

judgments about people or from judging them on characteristics that are

irrelevant to the job in question.

They can be used to structure the full range of assessment techniques

interviews, tests, group processes and psychometric testing.


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Example

Critical Attributes for the position of Marketing Head / Sales

Head / Distribution Head

Knowledge of Product / Process

Relationship Management Skills

Sales Ability

Team Approach


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Step 2 : Prepare for Interview

Know the critical attributes of the post that is to be filled.

Scrutinize the CV of the candidate.

Stage managing the interview in terms of location, seating,

deciding on the strategy of the interview including the questions

to be asked to verify facts, fill in gaps in the CV etc and go into

depth of the stated area of experience.


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Remember

Knowledge of past behavior isthe single best predictor offuture behavior. It pays to gainas much of this past behavioralknowledge.


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Assessing CV

Look at the CV Structure

Read Information

Identify Gaps and Inconsistencies in CV

Estimate the Avg amount of time spent on each job

Judge whether candidate is making a logical career move


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Screening Process

Use Critical Attributes

Shortlist Candidate for Interview

Rejecting the Candidate

Send the information of acceptance / rejection to all candidates

well in advance


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Arranging Interview

Flexible Schedule

Staging Interview

Scheduling and Timing Interviews

Location and Seating

Prepare yourself.


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Profile of Good Interviewer

Personal QualitiesInterest in People

Reserved and Modest

Person

Empathy

Warmth and SympathyLack of Prejudice

Sincerity

Good Humor

Good Listener

High Intelligence

ExperienceExp of Different Jobs

Exp of People

Maturity

Adaptability /

AcceptabilityConsistency of

Judgment

Neutral

Good Reaction Control

Job KnowledgeAbility to grasp total

picture

Sense of Relevance

Strength to control

interviewSystematic Approach

Ability to Encourage


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Step 3 : Conducting Interview

Few Practical HintsFacial Expression of Interviewer

Effect of Voice

Not too loudly

Should use all range of voice

Lubrication / Reinforcement

Positive Comments Verbal / Non Verbal

Effect of Playing down unfavorable Information

Playing down on his difficulties / problems

Contradictory Indication

Honesty

ListeningInterviewee is your brand Ambassador. So have empathy and treat them

diplomatically


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80 : 20 Rule

You Speak for 20% of the Time

Let

Candidate Speak for 80% of the time.


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Interview Process

Evaluate the ApplicantTo form an impression ofcandidates personality and abilities

Remember that the Best candidate may just be good at

interviewsBe aware of any prejudices that may color your first impression

of them

An unfavorable impression is hard to change once formed, so it

is your responsibility to give a good impression of yourself and

your company.


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Interview Process

Cover all FactsCheck the facts in CV

Ask detailed questions regarding their education, their work

experience, and their other job related skills


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Interview Process

Spotting Gaps in Candidates Employmentfind out reasons for gaps in a candidates employment history

But do not turn yourself in an Investigator

Ask the candidate open-ended questions about any gaps and

why they occurred

Focus on how the candidate used the time between periods of

paid employment this will give a clue to what motivates them,

their aspirations etc


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Interview Process

Assessing AbilitiesIn certain cases, the extent of a candidates qualifications may

be sufficient to gauge his / her ability to do the job, assuming that

the qualifications are appropriate and have been kept up to date.In most cases, however, relevant or associated work experience

is considered to be a more valuable indication of skill and

aptitude. Your job as an interviewer is to assess the candidates

professional, technical, and practical abilities using all the

information available to you.

ASSESSING A CANDIDATES SKILLS


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ASSESSING A CANDIDATE S SKILLS

SKILLS WAYS TO ASSESS SKILLS

Organizational: Does the candidate display

signs of being well organized and

methodical?

Ask about the candidates attitude to

tidiness. Find out how they prefer filing

systems to work, and ask them how they

might start to organize a hypotheticalproject.

Analytical: How well can the candidate

analyze business situations and how quickly

they can come up with the best solutions?

Ask for examples of their problem-solving

ability. Describe a difficult situation and ask

them to pick out the key points and come

up with a potential solution.

Decision-Making: How well can the

candidate make difficult decisions, and howquickly can they implement those decisions?

Ask about their previous experience. What

difficult decisions have they had to take inthe past? How did they reach those

decisions? How well did they handle the

repercussions?

Social: Will the candidate get along with the

superiors, colleagues, and subordinates with

whom he / she will be working?

Ask about the candidates experience of

teamwork. Do they prefer to work alone or

in a team? Ask them how they wouldhandle a hypothetical problem with a

colleague.

Communication: How efficient is candidate

in communicating clearly and confidently?

Assess the candidates verbal skills from the

interview itself, then ask about their

written ability. Have they written lengthy

reports? Can you see them?


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Questioning Skills, Patterns & Structure

Asking Right Question in Right Manner

Do not use Leading Questions

Questioning Pattern

Broad /Open Ended

Probe Narrow Close Summarize


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Open Ended Question

Kiplings Fivehonestserving men

What

Where

When

How

Why

They encourage the

candidate to open up,

think, talk at length,

and enable you to

observe a candidates

communication skills

and elicit detailed

information.


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While

Training

is only

Showing

the path,Walking

on to it

shouldbe your

Choice


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By,

Kaushal Mandalia

[email protected]

Niyati Bhat [email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]

effective hiring skills - xcellon

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