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HIRE ATTITUDE, HIGHER ALTITUDE:
FINDING YOUR NEXT TOP PERFORMER
Presenter: Steve Hrop PhD., VP, Organizational
Development Services
May 5-7, 2015
Portland, OR
© CALIPER
Session Topics
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• Tradeoffs between Skills/Experience and “Fit”
• Assessing Potential “Derailers”
• Interviewing o The Job Interview: A Conversation for
Success
Sheryl Barden, Aviation Personnel International
• Checking References
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CALIPER’s Expertise
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• Over 50 years of consulting
experience
• Unparalleled database of
scientific research
• Assessed almost 4 million
across the globe in over
28,000 companies
• Unsurpassed competence in
total talent management
• Offices in 13 countries
• CALIPER Assessments– one
to fit every situation
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Some of Our Clients
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Which box do you tend to target when hiring?
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HI
LOW JOB EXPERIENCE / KNOWLEDGE / SKILLS
HI
Personality
Traits
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Hiring Tradeoffs: A Perennial Dilemma
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HI
LOW JOB EXPERIENCE / KNOWLEDGE / SKILLS
- Behavioral Interviews -
HI
CALCULATED RISK BUT THE PAYOFF OF SELECTING
THIS CANDIDATE COULD BE
ENORMOUS ONCE HE/SHE
COMES UP TO SPEED
NO WAY
BEST FIT
EASY WAY OUT BUT IS THE CANDIDATE LIKELY TO FIT
IN AND BE A TOP PERFORMER?
FLIGHT RISK?
OVER FIT
Personality
Traits and
Abilities
Key Issue: “Role Players” versus “Pipeline Players”
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* Attitudes and Values
* Motives (actual drivers)
* Traits & Derailers
•Knowledge
•Experience
•Education
•Credentials
•Appearance “Can Do”
“Will Do”
and “Fit”
Iceberg Model of Assessment
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The Three Legged Stool
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STRENGTHS
(KSAs)
DERAILERS
(Behaviors)
•Fix
•Ignore
•Outsource (Delegate)
•Work-Around
WEAKNESSES
(KSAs) •Leverage Them
•Natural Tendencies
•Two Faced
•Manage (not fix) Them
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Two Types of Derailers
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Negative Derailers
• Failure to deliver on promises
• Poor interpersonal skills
• Not adaptable to change
Double-Edged Derailers
• Skepticism (disengaging?)
• Cautiousness (indecisive?)
• Extreme Self-Confidence
Empathy
Cautiousness Urgency
Risk Taking Ego-Strength/Resilience
Ego-Drive Aggressiveness
Assertiveness Leadership
Problem Solving/
Decision Making
Abstract Reasoning
Urgency Risk Taking
Cautiousness Flexibility
Thoroughness Idea Orientation
Personal Organization/ Time Management
Cautiousness Risk Taking
Thoroughness Urgency
External-Structure Self-Structure
Interpersonal
Skepticism Accommodation Gregariousness
Sociability Empathy
0 10 20 30 40 50 60 70 80 90 100
Potential Double-Edged Derailers
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Job Fit
Knowledge, Skills,
Experience,
Personality, Derailers
Derailers
Personality
The 4-Factor Model for Selecting Top Candidates
Cultural Fit
Personality,
Derailers
Advancement
Potential “General” Abilities,
Personality, Derailers
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“ ”
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85% of your financial success is due to your personality
and ability to communicate, negotiate, and lead.
Shockingly, only 15% is due to technical knowledge.
---Carnegie Institute of Technology
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Candidate Supply
Chain
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• Hiring Process
•Recruiting
•Screening Process
•Selection Process
•On-Boarding
•Training
•Coaching & Development
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Common Mistake
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The most common – and fatal – hiring mistake is to
find someone with the right skills and experience but
the wrong mind-set and/or “expectations”
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Hiring Process: Screening Phase
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Job Candidates
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“Too many candidates
are more successful
on their resumes than
they are in the job”
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Four Types of Candidates:
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Very Active – need a job and aggressively looking
Less Active – want a better job and occasionally look
Semi-Passive – want a better job but not actively looking
Very Passive – don’t want another job
Digging for Gold: “Not looking” but willing to talk/network.
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Phone Screen
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While many managers select
on the basis of “gut feeling”
and above-the-waterline
factors, the best managers
have learned not to hire, but to
screen, on the basis of these
factors.
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Phone Screen Best Practices
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• Objective: determine if the applicant meets the basic requirements of the role; it is
NOT a selection interview
• Screen for weaknesses and “knock out” factors
• Verify information on the resume and application form
• Ask specific “knock out” questions (e.g., ability to travel 50% of the time in a 5-state
territory)
• As a screening tool, it should be much less “intimate” than a selection interview
• The “pregnant pause” (Silence is Golden)
• To surface weaknesses and other “negatives”, selectively apply TORC (threat of
reference check)
• Provide a “Realistic Job Preview”
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Phone Screen Interview Questions
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• What successes are you most proud of and what did you do to achieve them?
• What habits do you have that contribute to your success?
• Why are you considering making a job change at this time?
• Describe your “perfect job”
• If you had a complete understanding of all the plusses and minuses of this job opportunity, what factors would most influence your desire to remain a candidate?
• What do you know about our products and services?
• What attracted you to this opportunity?
• What does your current supervisor consider to be your strengths and areas for improvement?
• Name of supervisor for each position on the resume
• Reason for leaving each position on the resume
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Hiring Process: Interviewing
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Two Types of
Interviews
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• Behavior-Based Interview
(BBI) – “Vertical”
• Chronological Career
Interview (CCI) –
“Horizontal”
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Two Types of Interviews
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HI
LOW JOB EXPERIENCE / KNOWLEDGE / SKILLS
- Behavioral Interviews -
HI
CAREER INTERVIEW AND CALIPER
PROFILE CRITICAL FOR ASSESSING APPLICANT “DNA” FACTORS
RELEVANT TO SUCCESS
BEHAVIORAL INTERVIEW INDUCTIVE METHOD,
FOCUSED ON KEY SKILLS,
ORIENTED TO SPECIFIC EXAMPLES,
CRITICAL FOR ASSESSING WORK-RELATED
BEHAVIORS AND SKILLS
Personality
Traits and
General
Abilities
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Behavior-Based Interviewing
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A structured interview process that focuses on gathering specific, job-related, real-world
examples of behaviors the candidate has demonstrated on previous jobs.
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Career Chronological Interviewing
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• Topgrading
Bradford D. Smart, Ph.D.
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Reference Checking
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• Gathering Data from Additional Sources
• Increases validity … fills gaps from Assessment Interview
• Easier to Obtain for Internal Candidates … Important to Sample on Key External Candidates
• Focus on:
• Context in which person worked with candidate
• Accomplishments, highlights and lowlights
• Candidate’s strengths and shortcomings
• Any competency gaps / inconsistencies from interview
• How they think person would perform in new role
Reference Checking = Mini-Interview
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• Schedule a time with the reference in advance of the interview. Be clear on the purpose of the call and let the reference know the name of your candidate in
advance.
• Introduce yourself and give the specific reasons for the call - how you got their name, the role for which the candidate is being considered, and your role in the
process.
• Confirm the confidentiality of your call.
• Ask the following questions to learn about the candidate:
- What was (or what is) the basis of your knowledge about the candidate?
- What was your role at the time? Their role? The reporting relationship?
- What was (or were) the time frames(s) in which the two of you worked together?
- What were the candidate's key accomplishments in this role?
- What was not accomplished as well as it might have been?
- What were the candidate’s overall strengths in this role?
- What developmental needs or shortcomings did they display?
- Based on my assessment of the candidate he seems to have difficulty with ___________. I’d welcome your thoughts on this issue.
• If there are gaps/inconsistencies from assessment interview, probe for data on specific critical success factors / criteria.
• If there was more than one job in which the reference managed the candidate, you may wish to add the following:
- What prompted you to appoint the candidate in this role?
- How were their responsibilities and challenges different?
- Looking back, what growth did they demonstrate in this job verses earlier ones in which you knew them?
• After briefly describing the role for which you are considering the candidate (including scope, critical outcomes, special challenges, key experience and skills
requirements), ask the following:
- Based on what I have told you, how do you see the candidate performing in this role?
- In what areas would you feel most comfortable about their ability to perform?
- What areas do you think would pose the greatest risks?
• Thank the person, reiterate the confidentiality, and ask this final question:
- Is there a question which I did not ask, or something important which I should know, that you would like to share?
Reference Checking Interview Guide
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Thank you!
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