Hire Right Or Hire Fright? - Microsoft...Hire Right Or Hire Fright? Brian Young & Mitchell Mandel...
Transcript of Hire Right Or Hire Fright? - Microsoft...Hire Right Or Hire Fright? Brian Young & Mitchell Mandel...
Hire RightOr Hire Fright?
Brian Young & Mitchell MandelRockIt Career Consultation Services
RECRUITING
Recruiting Costs
● SHRM Survey (2016) found
○ Average cost for recruiting was $4,129
○ Average time to fill positions was 42 days
● Job Boards
● Assessments
● External/Internal Recruiter
● Branding Efforts
Advertising vs. Networking
Job Boards
● More applicants
● Lower quality overall
● Higher costs
● Indeed most effective for
entry-level
● LinkedIn most effective for
mid-level/senior-level
Networking/Referrals
● Fewer applicants
● Better quality
● Lower costs
● Greater efforts
● 85% of hires through this
method
Job Descriptions
● Don’t be cute
● Be specific when describing
job duties
● Requirements that meet
the minimum qualifications
● Don’t eliminate protected
class unless requirement is
a BFOQ
Think:
● Knowledge
● Skills
● Abilities
● Attitudes
Reviewing Candidates
Focus on:
● What do they have to have?
● What would be nice, but not necessary?
● What are the most important things a
candidate needs to be successful?
Write these down and judge each
candidate accordingly.
Interviewing
Best Practices
● Your goal: find someone who will be
○ Competent
○ Good team fit
● Use the job description to compose
questions
● Ask the same behavior-based
interview questions and take notes
● Conversational style, but not too
personal
Avoiding Bad Candidates
● The Bad Attitude
● The “Perfect” Interviewer
● The Helpless One
● The Ghost
● Mr. / Ms. Ambitious
● Negative, confrontational
● Test with work problem
● Ask about independent learning
● Ask about a challenges with
attendance and how corrected
● Ask about their expectations
Testing
Useful, But Be Careful
● Job relevance
● Predictive of performance
● Reliable
● Doesn’t discriminate
● Inner View Advisors - The Turnover
Terminator, Art Snarzyk
Selection
Select Objectively
● Use your criteria
● Score their responses
● Weight items based on what is most important for job
● Listen to your gut, but don’t follow it automatically
● Wait until they are all completed before deciding
Making an Offer
● Use your company’s salary structure (if you have one)
● Research your geographic and industry market to ensure you’re
competitive
0 to 5 Years 5 to 10 Years 10 + Years
Minimum Mid-Point Maximum
On-Boarding&
Training
Best Practices
● Schedule first day so that manager
will be there
● Set clear expectations
● Introduce to everyone and explain
what they do and why
● Train on everything they need to
know and do
● Be available
Progress Follow-Ups
Schedule to meet with your new hire:
● First week
● First month
● First three months
● First six months
● First year
The Good, Bad, Good Method
● Don’t just focus on areas they need to improve
● Applaud all their successes
● Then discuss aspects to improve
● Conclude by reiterating what they are doing well and are still a
valuable member of the team.
No Hire is Perfect . . .
Wrong Hire or Wrong Job?
● Are there outside issues that you don’t know about?
● What motivates them? Is this job meeting those needs?
● What are their strengths?
● Do these align with the job you’ve hired them for?
● Are there other jobs in your business they would be better
suited?
What to Do
Give them a chance first:
● Provide feedback
● Take notes on all your actions and keep on file
● See if there’s improvement, but if all efforts are exhausted, it’s
time to end the relationship
Don’t let it drag on too long:
● Hurts productivity and morale
● Doing your employee no favors