hire right - know your rights
DESCRIPTION
Every time you hire someone, you have a choice. You can hire a great employee or you can hire an average employee. Although the choice is simple, most managers don’t know how to hire great people every time they have an open position. Sometimes they get lucky. Many times they don’t. Further, they don't know where to get cost effective tools to stack the odds in their favor to build a winning team. During this fast moving session, you’ll learn how to find the most talented people every time you make a hire. You’ll learn how to build a healthy employee pipeline and you’ll learn how to weed through your candidate pool to pick the very best candidate. Most importantly, you'll learn a repeatable process for hiring great people. Most of know someone who has gotten in trouble when it comes to how they delt with employees. We will also have a top HR attorney from Arnall, Golden, & Gregory, to share with us the top 10 reasons companies like ours, more specifically, entrepreneurs and their managers, typically get themselves into unnecessary trouble. Trouble that can cost money we cannot afford and reputation you dont want with employees, customers and colleagues. This session will provide you with concrete techniques such as how to: · Leverage social networks to build a recruiting pipeline · Stop wasting time with unqualified candidates · Use personality assessments to measure job fit · Conduct highly effective interviews · Get references to talk · Make a well informed hiring decision · Stay out of troubleTRANSCRIPT
Janna Mansker [email protected]
www.BerkeAssessment.com
Using Berke Hire Right Know Your Rights
Kelly Land!Berke Group!
www.BerkeAssessment.com!
Henry Perlowski!Arnall Golden Gregory!
www.agg.com!
Mike Landman!Ripple!
www.RippleIT.com!
Introduc1on
Every person you hire either strengthens or
weakens your company.
How do you measure impact?
Personality Talent
Background
Culture
A Great Employee
How?
Finding
A Great Employee
Filtering
Finding
Build a Healthy Pipeline
Two is not enough
Two is not enough
Two is not enough
Recruiting Steps
1. Define the Job
2. Standardize the Pitch
3. Promote
Personality Talent
Background
Culture
1. Define the Job 1. Define the Job
Tangible Quali,es Intangible Quali,es
Skills Personality
Knowledge Talents
Experience Culture Fit
Job Matrix
2. Standardize the Pitch
BaGer Up!
A Ripple Job Mission
Ripple Support Engineer
BaGer Up!
You
Vendor
Customer
Lawyer
Accountant
Recruiter
Associa,on
Industry Charity EO
Client B
Client C
Client A
Client B
Client C
Client A
Neighbor
Church Friends
Employee Associa,on
Industry
Charity
Local
Neighbor Friends
Friends
Co-‐ Workers
Biz Contacts
Friends Co-‐
Workers Biz
Contacts
Family
Biz Contacts
Family
College
3. Promote the job
Job Satisfaction Curve
Brian Chris Tom Laura
Job Satisfaction
Time
Promo1on Tools
Ques1ons?
Filtering
Insanity: Doing the same thing over and over again and expecting different results
Each step peals another layer
Lots of Candidates
Rank and Respond
Screen
Assessment
References
Interview
Decision
A Great Employee
1. Rank and Respond
Low Medium High
Knockout Misfits
2. Screen
Why?
Where? When?
Who?
Tell me… Describe to me…
Walk me through… Explain to me…
Give me an example…
Assessment 3. Assessment
www.berkeassessment.com
4. References
360 Degree Reference Check
Candidate
Manager
Peer Peer
Manager Manager
Vendor Employee
Customer
5. Comprehensive Interview
Personality Talent
Background
Culture
6. Final Decision
Lots of Candidates
Rank and Respond
Screen
Assessment
References
Interview
Decision
A Great Employee
Ques1ons?
The End