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Hire Right the First Time
- 1. For audio, it is recommended you dial in A copy of the slides + recording will be available post webinar AUDIO: 1-877-668-4493 Access Code: 665 994 249 Event Password: 1234 WebEx Support: 1-866-863-3910 Break Through The Clutter: Hire Right the First Time June 21, 2012 Presented by: Michael McGrath, Area Sales Manager Drake International
- 2. Today’s Agenda • Who are you hiring? • What is your hiring process? • Do you know what you are looking for? • Where are you currently searching for candidates? • What can you change to get better results? 2
- 3. Who are you hiring? • How are you finding talent for your organisation? • What is your current Recruitment process? 3
- 4. What is your Recruitment Strategy? • How many reactive or proactive roles do you need to fill this year? = 20 100 @ 20% reactive employees Turnover roles to fill 4
- 5. Hiring process Receive Reference requirement check 2nd Interview Attract the Offer and Interview candidates negotiation Screen Phone Screen HIRE! Resumes 5
- 6. Your current process… • Have you evaluated your current process? • Is it effective? • How successful are you at hiring? • How are you measuring success? Is it measured by: – Revenue increases or decreases? – Interview to hire ratios? – Turnover rates? – Engagement? 6
- 7. How much time is it REALLY taking? Receive Reference requirement check 2nd Interview Attract the Offer and Interview candidates negotiation Screen Phone Screen 7:1 HIRE! Resumes 7
- 8. Keep the goal in mind • The goal of recruitment isn't to have someone sitting in the chair • The goal is to have an engaged, motivated, high performer in that chair for a significant period of time 8
- 9. Hiring right Receive Reference requirement check 2nd Interview Attract the Offer and Interview candidates negotiation Screen Phone Screen HIRE! Resumes 9
- 10. The most important part of Recruitment • Is understanding the role! • If you don’t understand the role what happens? – Your recruitment teams waste hours sourcing and screening – Line managers frustrated – End result = Wrong “fit” Average cost of turnover for one employee = $13, 943 @ 20 people per year = $265,080 10
- 11. Bridging the ‘GAP’ 11
- 12. What are you looking for? • Skills • Experience and background • Attitude • Cultural “Fit” • Motivation 87% of people leave their role because of their direct manager 12
- 13. Replicating Top Performers • If you were to replicate top performers within your organisation what would it mean for you? • Retention • Engagement & motivation • Higher performance 13
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- 16. Sourcing top talent Active Passive In-active • Actively • Happy in • Happy in role looking for their job but • Not looking work looking for on job boards • Unemployed something better 16
- 17. Overview & Takeaways • Have a long term Recruitment plan and strategy • Understand your current Recruitment process • Evaluate the numbers: Interview to Hire ratios • Truly understand what you are looking for – Bridge the gap! • Don’t rely on post and pray! Have a targeting approach to get the candidate you REALLY want! 17
- 18. More information • Using Drake as an extension of your Recruitment team • Top performer profiling & P3 • Employee engagement surveys • HR Consulting • Exit interviews • Talent Management & Learning Compliancy Systems Contact: Michael McGrath 416 216 1118 or mmcgrath@na.drakeintl.com 18
- 19. Next Webinar July 12th, 2012, 12:00 pm EDT to 12:30 pm EDT Keys to Implementing an Affordable Online Certification >> Presented by Mitch Diamond, President, Exponential Impact Register at http://drake-webinars.com
- 20. Thank You Drake International: Web: www.drakeintl.com Webinars: www.drake-webinars.com Blog: www.drakepulse.com Facebook Page: /drakeinternational Twitter: @drakeintl
Hinweis der Redaktion
- Welcome everyone - Jay
- Thanks Jay I'm very pleased to be presenting this webinar today as this topic is a real passion of mine and its really an important part of business to get right. Compared to this time last year, stats Canada report that in may employment increased 1.2% or 203,000 jobs. Virtually all of this growth was in full-time positions Although this isn't staggering growth it is a good sign for things to come. Today we are going to cover; CLICKFrom todays session we’re hoping you take away some ideas and really get you thinking on how to redefine and enhance your recruitment processes, looking at recruitment from a more strategic perspective’.When you’re listing the items in the agenda you should end it off with something along the lines of ‘we’re hoping that from today’s session you’ll take away some ideas on how to redefine and enhance your recruitment processes, looking at them from a more strategic perspective’.
- I’m assuming all of you are on this call because you have current or present hiring needs. Some of you may have a plan developed or given to you, some of you may not, but if you don’t have a plan for the remainder of the yearand onwards into 2013, this is a critical first step. You could currently be recruiting proactively for newly created or upcoming positions or you could be just Recruiting reactively by filling replacement roles? I want you to think about, how are you or your organisation currently going about hiring / and proactively building a talent pipelineWhat is your recruitment strategy for the next 6-12 months? And then drilling down, Do you have an established recruitment process and Is this process followed religiously within all depts? POLLWhat is your current position or role within the company? Large crowd on today so you role may be in HR to control process and ensure your people are “hiring right” or you may be a line manager responsible for hiring?
- Do you have a strategy to achieve your goals? Is it defined?Slide clickBy reactive I mean, replacement roles and proactive are brand new hiresSlide clickFor a small - medium sized company…. That’s nearly 2 hires per month!Do you have the internal talent to make it happen? ‘quite often we see organizations whose first reaction is to go externally to source candidates and go straight to job boards, but have not looked at their internal talent pipeline, or even developed an internal succession planning process, leaving untapped pools of talent who could potentially fill some of their open roles’ now or in the future. Recruitment is no longer a reactive process and you have to get ahead of your competition by getting really proactive
- Recruitment has to be process driven and I look at it as if we were baking a cake… if you forget just one SIMPLE part of the process, whether it be the sugar or flour, or even the icing at the end… the cake just wont come out will it?!This is a typical hiring process… CLICKReceive requirement or position description Attract the candidatesScreen resumesPhone screen candidate1st interviewBackground and reference checking2nd interview, sometimes 3rd & 4th depending on positionOffer and negotiation Hire!
- Now I want you to think about your current hiring process…
- This is the same process map that we saw earlier.. It is used by 90% of companies that we work with on a frequent basisAs we are a productivity and performance improvement company.. Our focus is to reduce the time spent on hiring but at the same time ensuring the right fit to improve companies profitability From the research that we have done and what we have experienced first hand across the country – companies’ INTERVIEW to HIRE RATIO (meaning the number of candidates they have to interview to make a hire) has been in some cases as high as 15:1 meaning companies are interviewing as many as 15 candidates for one hire!but the average we are seeing (and keep in mind this is across all levels as an average) is 7:1. So again, that’s 7 first initial interviews (not including pre-screen calls) to hire one candidate. CLICKSo we look at these high numbers and say why? Where in your process can you improve and reduce that number because you are wasting an exorbitant amount of time. What impact would it have on your business today if you could cut that in half? Obviously - It would be huge cost savings for you. hypothetically either you or your teams could (without actually knowing it) be spending up to 7-8 hours in just the first interview process! Not including time to screen resumes, phone screen and the other 6 steps in their recruitment process!So really, if you do know your current interview to hire ratio and want to improve it or you don’t know but want to find out (and really if you don’t know, its ok youre not alone, most companies arent tracking this data AT ALL– but now you know what to look for!) You have to look at the current time its taking you and look at improving the effeciency and effectiveness of your teams – to reduce the ratio its going to take a lot more in depth up front work and analysis
- From analysing your process, your not just looking for ways to cut time, your looking for it to be more effective as well, Lets Always remember the GOAL: CLICK
- Lets look at the process again… POLL: If we look at that process again, what step is missing? HeadhuntingReally understand the requirementFeedback from manager
- Wrong fit = low performance, motivation, engagement, and results, loss of profit and productivity Ave. cost of turnoverSo its our role to “hire right” and avoid unnecessary turnover
- Line managers typically expect recruiters to “get it” and are typically given a standard JD from HRWhen you see a JD – how often does it really match exactly the role you are recruiting for and give you a clear picture of the responsibilites? I mean has anyone recently taken a look at their own JD? Does it match what you do? So you as the line manager or whether your in HR, you need to work hard at bridging the famous “gap” between HR/Recruitment teams and the line managers… how often do you hear? The line manager wont give me feedback or talk to me about the role? Or… why do HR keep sending me the wrong candidates??!
- When understanding or qualifying the role you are recruiting for.. Here are 5 tips you need to know BEFORE you start recruiting from that outdated JD87% quote… yet how much time are we actually spending with the hiring manager to understand the right fit!
- P3?If you were to replicate top performers within your organisation what would it mean for you? At Drake when understanding our clients roles, we take an extra step by utilise our tool called P3 or predictive performance profiling, and work with our clients to build a top performer profile. When recruiting and screening potential candidates for the role we use this as a benchmark to find not just the skills and experience but the personality fit. Where we focus on the soft skills required. CLICKThe role of a recruiter is to achieve all of these things… and not just have a person sitting in a chair
- This is an example of our P3 top performer profileThis report is generated from results to a survey undertaken by the top performer or top performers in a certain role as well as input from management and direct supervisors This is the benchmark we use when recruiting
- When we match a potential candidates profile to the benchmark report, this is the first page of a 12 page report. The report gives motivational comparisons as well as behavioural descriptive interview questions
- Unfortunately long gone are the days when you could simply do what I call “post and pray” meaning you post an ad and then pray the candidate would apply and arrive on your desk the very next morning. Depending on the positions you are recruiting for, junior, intermediate or senior, you need to identify what type of candidate you want to hire: Active, passive or inactive and then you need to develop a strategy on where to find these candidates and how to attract them (social media, corporate values, etc.) Recruitment of candidates these days needs to be targetedCant just rely on one source to find your top talent and hire right. Database? Social media? Direct sourcing/ headhunting? Blogs?
- Know what you need to achive in terms of numbers and work it back to determine how much work really needs to go into recruiting top talent2. Find out if there is any missing gaps3. n/a4. Between HR/Recruitment teams and the line managers – MAKE THE tIME! Its worth it in the long run