Attracting and Retaining the Best Maintenance and Reliablity Professionals
Attracting and Hiring the Best - Global Behavior · PDP Making all the pieces fit. Attracting and...
Transcript of Attracting and Hiring the Best - Global Behavior · PDP Making all the pieces fit. Attracting and...
PDP Making all the pieces fit.
Attracting and Hiring the BestFacilitator Guide
SAMPLE
Various pages of
Attracting and Hiring the Best
PowerApp.
For illustration puposes only.
Facilitator Preparation and Planning . . . . . . . . . . . . . . . . . . . . . . . . v–viii
Part 1A ttract the most qualified applicantsWhat’s it all about?
Introduction.to.JobScan.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3What happened to the bottom line?
Understanding.the.Cost.of.Turnover . . . . . . . . . . . . . . . . . . . . . . . . 4Drawing the blueprint for construction
Build.the.Job.Model .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6The person you would choose again . . . and again . . .
Resources.for.Measuring.Top.Performance. . . . . . . . . . . . . . . . . . . . 8Identify.Top.Performers .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Which strengths do you want a lot, which a little? Complete.Job.Dynamics.Analysis . . . . . . . . . . . . . . . . . . . . . . . . . 10Review.Sample.Job.Model. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
Is the Job Model ready?How.to.Refine.the.Job.Model .. . . . . . . . . . . . . . . . . . . . . . . . . . .14
What’s the big attraction? Preparing.to.Advertise . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16Checklist.for.Advertising . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
Part 2I nterview to understand applicant strengthsCan you find the fit you need?
Review.Job.Matching.Sample . . . . . . . . . . . . . . . . . . . . . . . . . . . 22Matching.and.Selecting.Applicants. . . . . . . . . . . . . . . . . . . . . . . . . 24
Ask the right questions to get the right answersInterviewing.Resources.and.Guidelines . . . . . . . . . . . . . . . . . . . . . . 26Preparing.to.Interview.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28M ake the right decision
Ready, AIM, HireSelect.the.Best.and.Make.an.Offer. . . . . . . . . . . . . . . . . . . . . . . . . 30
Are you ready for the person you selected?Preparing.to.Manage.New.Hire .. . . . . . . . . . . . . . . . . . . . . . . . . 32
ResourcesPosition.Description.Worksheet.. . . . . . . . . . . . . . . . . . . . . . . . . 35Applicant.Screening.Worksheet.. . . . . . . . . . . . . . . . . . . . . . . . . 37Applicant.and.Reference.Interviewing.Worksheet . . . . . . . . . . . . . . . . . 39Technical.Information. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41
The tableof contents
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F a c i l i t a t o r N o t e s� PurposeTo.understand.the.strengths.which.distinguish.individuals.as.Top.Performers
Instructions Show.how.to.use.the.resources.on.this.page.along.with.ProScan.
reports.to.complete.exercises Show.ProScan.Basic Report of first Top Performer and read the
summary.statement.“You.have.indicated.by.your.response.to.the.ProScan.Survey.that.You.are . . . ”
(Optional).Show.Trait Intensity Chart and.allow.participants.to.point.out.words.they.believe.describe.the.strengths.of.the.Top.Performer
Use.resource.lists.for.discussion.of.additional.performance.elements Select.Top.Performer.
ProScans,.if.appropriate,.to.include.in.Job.Model
The person you would choose again...and again...Resources for Measuring Top PerformanceThe elements below are given to assist managers in determining why an individual is a Top Performer. Use the ones that are relevant to the position and persons being discussed.
1. ProScan Report Behavioral skillsEnergy resourcesJob-related satisfactionJob-related stress
Review Top Performer ProScan measurements:▪ To evaluate match of strengths with job
requirements ▪ To note styles and level of energy ▪ To determine through understanding job-
related satisfaction whether or not the person enjoys the position
▪ To view measurement of stress and energy drain and gain understanding of sources
2. Technical or Specialist SkillsSome examples:
writing teachingpresentingsellingtechnologycreativityproblem-solvingspecific job-related
3. Performance ReviewRead individual’s performance review to gain insight through evaluations by supervisor and/or peers.
4. Relevant Education and ExperienceNote degrees, specialized training and relevant experience.
5. Character and Observed ValuesSome examples:
commitment maturitygood judgmentinitiativelearnerlistenerhonestyloyaltyfocusservantvisionwisdomconsistencyflexibility
Attracting and Hiring the Best� JobScan
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NoteIf.there.are.no.Top.Performers,.you.may.use.this.page.to.explain.how.ProScans.of.Top.Performers.can.be.used.in.Job.Models .
10to15minutes
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F a c i l i t a t o r N o t e s22
Purpose To.understand.job.matching.from.the.sample.provided
Instructions Give.a.brief.summary.of.earlier.workshop . Demonstrate.matching.from.the.sample.graphics.included.(optional)
START PART 2 OF 2
NoteSpend.time.reviewing.sample.if.the.participants.are.new.to.Job.Model.and.applicant.matching .
5to15minutes
Can you find the fit you need?Review Job Matching Sample
Kay Lowell
JobMatch
From theFounderBruce M. Hubby, 1933-2003
Use Job Scan in addition to other hiring standards.
Keep existing hiring standards in place such as
education, experience and
technical skills, but overcome
behavioral “misfits” by adding
JobScan to determineif the potential hire has the strengths to succeed.
Attracting and Hiring the Best22 JobScan
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Passionate,.energetic,.and.dedicated.are.words. that.best.describe.Joe.Dowd’s.commitment. to.PDP .For.those.fortunate.enough.to.meet.him,.Joe.inspires.excellence.and.achievement
Representing Professional DynaMetric Programs since 1980, Joe was a key figure in working with the founder, Bruce M. Hubby, to refine and enhance the PDP integrated management system. He continues to use his skills for the benefit of all who are connected with PDP.
Joe’s.expertise.has.served.clients.in.industries.such.as.hospitality,.print.media,.telecommunications,.logistics and non-profits—ranging from small businesses and start-ups to large, mature organizations
His.commitment.to.help.clients.understand.and.value.their.people.continually.provides.incredible.bottom.line.and.enduring.results .By.helping.good.managers.become.great,.by.assisting.owners.and.sitting.on.their.boards,.and.by.teaching.organizations.to.build.reliable.Job.Models.for.screening.and.hiring,.Joe.is.a.tremendous.asset.to.all .
Thank.you.Joe,.for.strengthening.the.vision.of.PDP!.
PowerApp® Attracting and Hiring the Best
Course Developers. Eleanor.Guderian,.Ph D . Brent.W .HubbyCourse Contributors. Joe.Dowd. Phillip.V .Olsen.. . . .Copyright NoticeCopyright.2006,.Rev .2008.by.PDP®,.Inc .All.rights.reserved
No.part.of.this.publication.may.be.copied.or.distributed,.transmitted,.transcribed,.stored.in.a.retrieval.system,.or.translated.into.any.human.or.computer.language.in.any.form.or.by.any.means,.electronic,.mechanical,.magnetic,.manual,.or.otherwise.or.disclosed.to.third.parties.without.the.express.written.permission.of.PDP®,.Inc ,.13710.Struthers.Road,.Colorado.Springs,.CO.80921.U S A ..Anyone.infringing.can.be.liable.for.actual.damages.plus.additional.profits.of.the.infringer.or.statutory.damages.and.could.be.held.liable.for.injury.to.business.reputation.or.the.dilution.in.value.of.the.copyright.or.trademark.as.well.as.the.costs.and.attorney’s.fees
Trademarks
ProScan®,.PDP®,.PDP®.logo,.Professional.DynaMetric.Programs®.and.PowerApp®.are.registered.trademarks.of.PDP®,.Inc .. PA5-Facilitator_v19
Acknowledgement