Need help finding employees? Wondering how to do a more efficient resume search? Or how about simply how to hire most effectively?
ClearFit Co-Founder Ben Baldwin explores these topics and more in this exclusive presentation.
Visit www.clearfit.com for more details.
6. Hiring is not a problem …
right?
Technology has fixed it …
right?
7. 50% of all hiring decisions
are mistakes
– Peter Drucker
8. Hiring is broken!
Average employee
tenure has been
dropping like a
stone and employee
turnover rates
continue relatively
unchanged
* Employee Benefit Research Institute, 2006 ; HR.com, All-Time Low Employee Tenure Draining Knowledge.
9. Hiring is broken!
On average, 45% of new hires
leave in the first 6 months
and 15% of new hires are
fired within the first year*
* Charles A. Handler, Ph.D. (2009) Using Technology to Support Informed Decision Making Within the Hiring Process
10. Hiring is broken!
Employee turnover costs
range from 1/2 to 5 times an
employee's annual wages*
* Charles A. Handler, Ph.D. (2009) Using Technology to Support Informed Decision Making Within the Hiring Process
12. The
predictive
value of
traditional
recruiting
methods is
about 14%*
*Robert P. Tett, Douglas Jackson and Mitchell
Rothstein, Personality Measures as Predictors of Job
Performance, Personnel Psychology, Winter 1991,
Michigan State University’s School of Business
16. Agenda
1. Your time isn’t too valuable
to spend on preparation
2. If you build it, [there’s only a
slight chance that] they will
come
3. Beware: “hire first, ask
questions later”
17. 1. Your time isn’t too
valuable to waste
on preparation
18. Why invest your time with
hiring preparation?
Your strength is managing
weak employees … right?
19. Why?
Hiring smart people has been the
single most important thing
- Bill Gates
The difference between an
A team and an A+ team
is $1 billion
- Paul English, Founder of Kayak.com
30. Ask: what type of person
do you need?
Job A Job B
" Take leadership
" Take Leadership
" Influence others
" Team-Oriented
" Driven
" Service-Oriented
" Recover from setbacks
" Self-Regulating
" Tolerate risk
" Learn & Problem Solve
31. Ask: what type of person
do you need?
Sales Rep Manager
" Take leadership
" Take Leadership
" Influence others
" Team-Oriented
" Driven
" Service-Oriented
" Recover from setbacks
" Self-Regulating
" Tolerate risk
" Learn & Problem Solve
32. 2. If you build it, [there’s
only a slight chance
that] they will come
33. When someone mentions the
name of a person that they think
is exceptional, I give myself
seven days to track them
down, make an offer and have
them accept it.”
- Paul English, Co-Founder, Kayak.com
34. Understand your target
1. What is their
job acceptance
criteria?
2. What is their
job search
process?
35. Sources for candidates
Job boards can be tricky
for small business
*CareerXroads 9th Annual Source of Hire Study – www.careerxroads.com
46. Make it consistent
1. Everyone processed/
assessed using the
same tools (even if
they’re your friend)
2. Interview template with
questions that work
3. Multiple interviewers
48. Men wanted for hazardous
journey. Small wages, bitter
cold, long months of
darkness, constant danger,
safe return doubtful. Honour
and recognition in case of
success.
(Ernest Shackleton's 1914 ad in the London Times for his
expedition to cross Antarctica from sea to sea, via the pole)
49. Shackleton received
more than
5,000 applications*
*http://en.wikipedia.org/wiki/Ernest_Shackleton
59. How do we identify them?
57% of hiring managers say they've caught
a lie on a candidate's application*
*CareerBuilder.com survey, 2006..
60. Use effective questions
1. Open-ended
questions
2. Based on candidates’
strengths/weaknesses
3. Pause …
61. Use effective questions
Dig deep
Ask:
“Please think about your most
significant accomplishment. Now,
could you tell me all about it?”
*Lou Adler.
62. Use effective questions
Can they set goals?
Ask:
“What important target dates did
you set to reach objectives on
your last job? How did you set
the dates? Exactly what were they,
and what were your results?”
63. Use effective questions
Can they lead?
Ask:
“Individuals vary in their ability to use
power or persuasion to influence others.
Give me an example of a time when
you used either power or persuasion to
guide another person to a worthwhile
objective. Be specific. Exactly what did
you do, and what were your results?”
64. Use references
Use references to minimize
exaggeration
Ask:
Who was your last boss? What will
they tell me about your strengths
and weaknesses when I call them
this afternoon? Outcome: more
honest discussion of weaknesses.
*Scott Armstrong interview on MakeHiringEasy.com blog.