How to execute an effective Recruting and Selection process

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PRE-GAME
 Create a profile of what your ideal
candidate would look like
 Transform your profile into actionable
items know as a performance profile
 Example: Implement a constant contact
system within the first 30 days.
 Deliver an average of 100 new leads per
month through optimization of marketing
messages.

Must Haves Nice to Have Doesn't matter Absolutely Not
Assertive Good Listener
Advance educational
degrees Meek
Good Communicator Hard worker Detail oriented 9 to 5 Mentality
mentally quick Completed High school patient Bad attitude
Impulsive Industry experience
Has paperwork
avoidance Shy
Persuasive Competitive High Intelligence
Has analyzer logical
personality
Willing to travel Warm & Friendly Organized
Overly exaggerates
everything
Willing to work base
plus commission Animated Drug user
Literate to eighth grade
level
Expressive social
personality
Is not worse than an
average liar
Self-starter Builds Rapport quickly
Minimum of two years
of successful sales track
record
Interested in the job
Measurable results
produced
Willing to do necessary
paperwork
Prefers to work for
commission

Common Mistakes Made by Interviewers
 Don’t get emotional attached to candidates
 Ever have a manger tell you they like a candidate but
have no facts to back it up.
 Spend more time talking than the candidate
does
 Jumping to conclusions and making
assumptions
 Projecting answers by prefacing questions and
asking questions that obviously express a
desired answer
 Projecting judgment and judging a candidate too
quickly

Who is involved:
 Hiring manager
 Hiring manager’s supervisor
 Other managers from different departments
 Hiring manager should be involved in all interviews but
only dominate the one they lead, Good to ask clarifying
questions.
 Peers
 Consider having job shadowing days to allow your
candidate to get to know your company and you to get to
know them more

Finding candidates
 Key is to speak with as many people as possible,
this is a numbers game. Make an investment in
time needed to find the best people and establish
a well thought out process
 Referrals
 The best source of good candidates
 Job Boards
 Post on more than one.
 Optimize for best placement
 Industry specific job boards and associations
 Social Media outlets
 Direct contact

Finding candidates…
 Temp Agencies
 Good for filling lower level positions without much effort,
takes the pressure off to find the best or discover the temp
meets your expectation.
 Recruiting firms
 Will typically provide good candidates just be careful.
 Outsourced labor solutions
 Direct inquiries through career page on web site
 Sourcing
 Contacting passive candidates

Resume Screening
 Looking for longevity
 This is getting harder to do
 3 years for lower level people
 4-5 for mid
 High level positions are wild cards
 Career development
 Moving up within an organization
 Significantly better positions each move
 Involved in lots of activities and associations
 Clear successes
 Look for instance where the candidate sites specific
accomplishments that are measurable and significant

Resumes continued…
 Gaps in employment
 Great people find jobs in any economy
 References
 Look for those who list past supervisors as references,
either way you need them. These people are proud and
not afraid for you to speak with their past bosses
 Education
 Very little value unless the position absolutely requires
some type of special training, other indicators are better
predictors of success.

Resumes continued…
 Gaps in employment
 Great people find jobs in any economy
 References
 Look for those who list past supervisors as references,
either way you need them. These people are proud and
not afraid for you to speak with their past bosses
 Cover letters
 I don’t read these until I am serious about a candidate,
before the first in person interview.
 Pay history
 Visualize whether this person fits your pay range based
on their experience, education and credentials. Are they
overqualified?

Phone screen
 Make them feel comfortable
 Briefly discuss what you do and the position
 Find out what they know about your company and
the position, don’t worry if they don’t know much.
The ones that know a lot give them a gold star.
 Do a chronological interview, find out about all
their jobs what they did and why they left. Find out
pay history, and future expectations. Manage your
time with this one.

Phone Screen continued….
 Discuss deal breakers
 Money
 Commute
 Schedule
 Missing relevant skills
 Criminal or Credit background issues
 Driving record
 Lack of good references- Make sure candidate knows you
will be checking these upfront

Phone Screen continued….
 Give them an opportunity to ask questions, the
type of questions they ask tell you a lot. Take
note of these.
 Keep it short, under 15 minutes
 Reiterate the next steps and set the
expectation.

Skill or other testing
 This is a great time to give candidates a skill test
or multiple skill tests. If they pass then you know
they are worth spending more time with.
 Special assignment
 For more advanced positions you may want to give them
a mini assignment to work on. A coding project or develop
a marketing idea. The quality and thoughtfulness of the
work is what is most important. Do not mark candidates
down for having a poor idea.

In Person Meeting
 Keep pleasantries short, but don’t skip this step.
 Be prepared and professional, don’t be late or take
phone calls if possible.
 Have your interview questions ready. Focus these
on accomplishments and work history.
 Have follow up questions from the phone screen
ready to dig deeper in to areas you have questions
about.

In Person Meeting…
 Give the interview at least 20 minutes before
passing any judgment
 If you like the candidate at the end give them a
quick tour, introduce them to a few folks along the
way see what happens
 Have them do the more in depth assessments at
this time.

Two Really Good Interview Questions
 What is the most significant
accomplishment you have made in your
professional career?
 If you got this job how would you handle
this problem or significant challenge?

What is the most significant accomplishment you have
made in your professional career?
 What challenges did you overcome?
 What was the result of the accomplishment?
 Why were you chosen?
 What was your title and title of those you worked with?
 What skills did you use to accomplish this task?
 What was your plan for achieving this goal? How did you
contribute to the creation of this plan?
 Do have examples of where you used initiative?
 Do you have examples of how you coached or mentored others?
 When did you have to influence and persuade others?
 What conflicts did you face and resolve?
 How did you grow through out this process?
 What was your favorite and least favorite part of this project?
 Did you receive recognition for your efforts?

If you got this job how would you handle this problem or
significant challenge?
 This is a give and take. An opportunity to work
through a real problem or challenge in an open
environment.
 Give the candidate some tools and information
to assist.
 Present this question in the phone interview give
the candidate some time to ask questions and
prepare.
 Look for the candidate to ask good questions

Second Interview
 Interview to get more info on questionable areas
 Include a new leader in your organization, make
sure hiring manager is there too
 Take advantage of interview questions provided
from their test results
 Questions this day should be more behavior
questions touching on soft skills or other qualities
that are important to success in the position.

What’s next?
 Reference checks
 Introduce yourself, make friends if you want this person to
open up to you.
 Have some basic questions ready, that cover attitude,
competency overall ability. Ask good follow up questions
to uncover the whole story
 Ask about areas you had concerns about in the interview
process. If you hit a sore subject you’ll be surprised how
candidate they will get.
 Check social media, web for issue with candidate
 Back ground check, drug screen, credit issues

Fourth Contact
 More follow up interviews
 Dinner with spouses
 Completion of assigned or presentation
 Making the offer

How to execute an effective Recruting and Selection process

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How to execute an effective Recruting and Selection process