national08 coppola

7/30/2019 National08 Coppola

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Finding

Righ t Peop le-Righ t Job

Righ t Now

Recru i t ing & In terv iew ing

Nat ional Assoc iat ion ofSteel Pipe Distr ibu to rs


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Agenda

Critical To Get It Right

Goals And Tactics

Define Job Profile & Winning Ads

Prepare Behavioral Questions

Best Practices

Establish Metrics

Summary and Close


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Good Is The Enemy Of

GreatFirst Who.Then What. Expected NewVision And Strategy. Found They First Got

The Right People On The Bus , The Wrong

People Off The Bus, The Right People In

the Right Seats-Then They Figured Out

Where To Drive It. People Are the Most

Important Assets, Turns out To Be Wrong.

People Are Not Most Important Assets.

The Right People Are!!!

Good to Great-by Jim Collins


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YOUR GOALS

Improve Service, Sales & Profitably

Identify & Match Best Qualified Candidatesto Right Jobs

Reference ChecksStrategies For Positioning Job Offers

Disciplined Selection To Yield Measured

OutcomesGet and Retain BestA Players

Stop Problems At Door!


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Talent Hunt For Most

Companies Viewed as Chore vs Challenge

Minimal Preparation Little Training

Interview Candidates Before Job

Tell Me About Yourself Various Ways!

Fill Open Positions Quickly Vs Strategically


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Increase Pool of Candidates

Clients/Customers & Friends Of Company

Learning-Size-Diverse-Opportunity

Marketing-PR-Sales

Recruiting Task Force-Think Creatively

Web & Leverage Internal Skills


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Best Practices For Best Results

Utilize Performance Criteria

Develop Staffing Plan & Costs

Behavioral Interviews Train Managers

CEOs & Hiring Managers Roles

On Daily Basis- Sell Internally-

Talent Wins!


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Behavioral

Interviewing

Another Tool In Your Kit

Cant Tell You If They Can Do Job,How They Will Do Job.

Achieve Goals & Have Fun PickingGreat People!


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Utilize Sixth Sense

Capability Achievement

Questions Notice

Appointment References

Dress Travel

Courtesy Confidential

Renegotiate Bad Mouth

Research Decision


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Right Person In The Right Job

Define Job Profile

Critical Connections

Behaviors

Values

Knowledge/Experience/Skills

Key Result

Areas

Build Candidate Profile

Relationships

Behaviors

Values

Knowledge/Experience/Skills

Expectations/

Results

JOB PERSONFIT vs. GAP

Evaluate and Decide


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A Players

Define Them

Find Them Recruit Them

Challenge Them

Keep Them


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Job Profile-The Bedrock

Paints Picture of the Ideal

Candidate Sets Standard forAll Hiring Decisions!

KRAS Critical Connections BehaviorsKnowledge, Experience & Skills

Values/ Culture


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Define Key Result Areas

Specific Performance Objectives Which Measure Success

Successful Candidate Will Accomplish !

Find 3 to 5 Performance Measurable Objective:

Functional Level: Job

Cross-Functional Level: Projects

Strategic Level: Short or Long-Term Goals

OUTCOMES!!!


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Prepare Questions Key Result

Areas

THINK SMART !Specific, Measurable, Action

Oriented, Realistic &Timed


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________________________________________________________

BEST PRACTICES

________________________________________________________

2. PERFORMANCE PROFILE

Traditional Job Description

The Person

Performance Profile

The Job

BS degree Achieve quota within 90 days

2-4 years sales experience Obtain 20% new customers per month

Industry background required Conduct thorough needs analysis and present

the product as a solution

Product knowledge essential Coordinate proposals with engineering

Good solution selling skills Manage multiple projects in intense

environment

Strong analytical skills Prepare detailed cost/benefit analysis


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Specific Quantifiable Examples

CAR

Circumstances

Actions

Results


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Candidate


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Behaviors The new

measure

demonstrateswhich human

abilities make up

the greater part of

the ingredients forexcellence at work

- most especially

for leadership

Attitude

OptimismImagination

Multi-tasking

Problem-solving

Attitude


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KnowledgeExperience Skill

Intelligence

Objectives & Tasks Drive the

Requirements

What Degrees or Skills You Are

Looking For?

Qualities and Characteristics To Do Job

Is it a Must? Can I Define It? Recognize

It?


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Values & Culture

GuidelinesWhat are the values and culture of your

present or past job

environment/organization?

What are the Work Ethics, Principles,

Behaviors, Decision Making, Communication

Style, Business Philosophy of People in the

Immediate Work Environment.

How do you define and measure success


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What Does It Take To Do The Job ?

Key Result Areas

Strategic, cross-functional, functional


Boss, peers/team, direct reports, internal and

external customers/suppliers

Behaviors

Behavioral demands of job

Values

Company culture, leadership work ethics,

principles

Knowledge,Experience,Skills

Relevant to achieving key results


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Career

Opportuni t ies

The Marketplace

Job Boards, Ads, Journals,

E-Mails & Network


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Ads That Work!


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Screening

Reviewing and Grade Resumes

Phone Screen Candidates

Use Questions Based on JobProfile


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Interviewing Style

Apply the 80-20 Rule

80% 20%

Planning interview Conducting

Listen Talk

Collect data Answer questions

Analyze data Explain the job Understand Sell the company

Ask behavioral questions Sell the job


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Interview for Results

Ask Prepared Questions

Take Notes

Obtain Specific Answers CARs

Identify Their Prior Results

Realistic Assignment


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Face to Face InterviewGuidelines

Make the candidate feel genuinely comfortable.Set expectations you will be collecting data from

s/he first by asking questions. The candidate

will have time to get information from you.

Ask questions explore: Motivations, preferences:

who person is and what they really want.

Fit/gaps you have identified up to this point.

Observe verbal and non-verbal responses.Briefly describe the job and company.

Take the candidate on a tour and notice

behaviors. Was the candidate curious?

How did he/she interact with others?


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Change How We Do Things !

Make Candidate Wait

Poor Preparation & No Resume

Questions

Interview From Script Or Talk

Excessively

Offer Delayed And.?


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Interviewing StyleThe shortest course in interviewing

Wait 30 minutes or overnight before making anydecision about the candidates ability to do thework.

Lou Adler, Hire With Your Head

Guidelines

Dont trust your emotional reaction to thecandidate.

Focus on getting the information you need to learn ifthe candidate can do the job.

Get the candidate talking about what they know. Treat the session as a fact finding and problem

solving session.

Treat the candidate as an expert, be respectfully.


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Reference ChecksConducted for candidates you would like to

hire and who wants the job.

GuidelinesAsk for references from bosses, peers,

subordinates, customer and suppliers .

Hiring manager should conduct the reference

checks.

Only ask reference performance based

questions.

Do not ask questions such as age, family.Gather background information position,

scope of responsibility and relationship to the

candidate, company environment,

performance measurement standards etc.


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Benefits

Increase Odds Of Success

Consistent Hiring Decisions

Improve People Development & Depth

Benchmarking

Measure Results Reduces Cost


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Dominance (A) - the drive for influence on people and events

Less dominant-harmony More dominant-control

Extroversion (B) - the drive to include and be included

Less extroverted-privacy

Less patient-variety & action

Less formal-just do it

More extroverted-inclusion

More patient-stability

More formal-avoid mistakes

Patience (C) - The drive for stability

Formality/Details (D) - The drive to avoid mistakes


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Experience

Skills

Knowledge

Education &

Training

Attitude & Values

Interests

Intelligence

Physical &

Health

Motivating Needs,

Drives, Aptitudes,

& Styles

The Importance of Behavior


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Position The OfferThe job offer is designed to sell the fit and the

advantages to both the company and the candidate.

Guidelines

On first contact with candidate, describe job and

company positively.

Continually gauge candidates receptivity to the job.

Make test offers. Keep focus on job when positioning offer.

Know the personal needs of candidate based on

assessment tools.

Use language, key words and phrases, reflect andmatch the personal needs of candidate and required

job behaviors.

Answer questions, offer information about salary range,

benefits in increments throughout the selection

process.


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Focus on the Three Steps

Step One: Define the Job Profile

Step Two: Build Candidate Profile

Step Three: Evaluate and Decide

Identify clear actions that will support

new hire development.


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Post-Hire Strategy

Bridge the gaps between position

requirements and what candidate brings to thejob. Actions you take help assure success and

retention of the individual.

Guidelines

Identify what steps will be taken to bridge

the gaps.Examples: Training, Coaching

Redefine or Reassign Key Result

Area(may require higher/lowerexpectations for the first 6 months)

Determine who will take responsibility for

there achievement.

Organized Thoughtful Interviewing and


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Organized, Thoughtful Interviewing and

SelectionProcess to Define, Predict, Guide,and Measure Performance

Interview

Candidates

Select MostQualified

Orient

Train

Review

Performance

Manage

Coach


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THANK YOU FOR

YOUR PARTICIPATION AND

ATTENTION!


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national08 coppola

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