Interview & Recruitment Techniques

INTERVIEW & RECRUITMENT
TECHNIQUES
Training Session and Workshop

Kenny Ong

http://totallyunrelatedrandomanddebatable.blogspot.com/

To p
H ir in g
M is t a k
e s a nd
H o w to
A v o id
Th e m

Behavioral Based (Event) Interviewing For By Direct Results Asia Pacific Consultancy Sdn Bhd
K&N Kenanga Holdings Bhd

QUESTION 1

What is the most WIDELY USED
Pre-employment test in Malaysia
today?

ANSWER: THE INTERVIEW


QUESTION 2

What is the LEAST ACCURATE
Pre-employment test in Malaysia
today?

ANSWER: THE INTERVIEW (TRADITIONAL)


Realities of Interviewing

• 70% of interviewees feel that the interview
process is a strong indicator of how the
company operates.
• 39% say their number one frustration is that
interviewers are “not prepared and not
focused during the interview.”
• 38% frustrated by a “lack of feedback on the
status of their candidacy.”
• 27% said position descriptions differed from
one interviewer to another within the same
company.

POOR ODDS with HIGH
STAKES

Most Hiring Managers make their selection decision within
3
the first ___ minutes of the interview. Source: Harvard Study

75
More than ___% of turnover can be traced
back to poor interviewing and hiring
practices. Source: Harvard Study

If an untrained interviewer uses an
unstructured interview format, then the
probability of hiring the best applicant is less
15
than ___%.

IMPROVING OUR ODDS

THE BEST PREDICTOR OF FUTURE
PAST
PERFORMANCE IS _______
PERFORMANCE

Using behavioral-based interview questions in conjunction
with standard questions can improve the accuracy of
selecting the best candidates over standard interviews by
500
as much as ____%.
Source: The Advisory Board Company


M i s t a k e # 1:
Filling desks, not needs

• Analyze what is really needed
• Consider all staffing possibilities for each vacancy


M i s t a k e #2 :
Failing to recruit constantly

• The best employers continually search for top talent
• Keep in touch with candidates, even when you’re
not hiring
• Participate in trade associations
• Collect resumes online


M i s t a k e #3 :
Creating poor job
descriptions

• The Fantasy Job Ad

Seeking Level-2 help desk professional with
10 years of experience with Cisco, LINUX and
Windows systems. Master’s degree and bilingual
skills preferred. Must be willing to work nights and
weekends.


M i s t a k e #3 :
Creating poor job
descriptions
• The Mystery Job Ad

Growing firm seeks a level-2 help desk
professional.
Must have good technology skills and be
willing to work a flexible schedule.


M i s t a k e #4 :
Having no system for screening
resumes

• An effective system includes:
– Benchmarks
– Special requirements
– Qualifications/attributes critical to success
• Review resumes all at once
• Avoid procrastinating
• Don’t delegate the task


M i s t a k e #5 :
Ignoring red flags on
resumes

• Note vague terminology such as:
“Participated in,” “familiar with” and
“in association”
• Be cautious with functional
resumes
• Read resumes beginning at
the bottom
• Judge the appearance
• Give the benefit of the doubt


M i s t a k e #6 :
Ignoring interviewing
techniques

• Don’t “wing” the interview
• Ask candidates the same number of questions
• Take notes


M i s t a k e #6 :
techniques

• More than two-thirds of
executives surveyed said
the most productive time
for meeting with candidates
is between 9 a.m. and 11
a.m.
• The first candidate
interviewed for a job is
somewhat less likely to be
hired than other candidates
Source: Robert Half International


M i s t a k e #6 :
techniques

• Start the conversation with an easy ice-breaker
question that illustrates you’ve done your
homework.
• Move into challenging questions:
– How do you define success?
– Tell me about a time you worked with a difficult end-user.
How about a difficult manager?
– What kind of work environment do you like least?


M i s t a k e #7 :
Doing more talking than
listening

• Don’t share too much information about your
company
• Focus on one question at a time
• Avoid drawing conclusions until the end of the
interview


M i s t a k e #8 :
Focusing too heavily on hard
skills

Look for:
• Passion - Does the person care about his/her work?
Does it come through in most answers?
• Optimism - Top performers acknowledge difficulties
and how they learned from them.
• Work ethic - What has the candidate been doing if
unemployed? Top performers use the time wisely.
• Expectations - Candidates should be motivated to
learn and advance, but not have unrealistic
expectations.


M i s t a k e #9 :
Inviting too much input

• You may select the least
objectionable candidate versus
the best one
• Participants in the selection
process bring different
motivations


M i s t a k e # 10 :
Making rushed decisions

• Never skip any stages of the
hiring process
– More likely to make poor
matches
• Learn as much as possible
about top candidates before
making a decision


M i s t a k e # 11:
Making slow decisions

• Keep the process moving
• Avoid losing highly skilled candidates to competitors
• Inform candidates of where you are in the hiring
process


M i s t a k e #12 :
Persuading reluctant
candidates

• Be wary of candidates who
are hesitant to accept an
offer
– Even if they decide to join your
company, they may not stay
long
• Don’t rely entirely on past
performance when
identifying “superstars”


M is t a k e # 13 :
Conducting poor reference
checks

• Never skip this step
• Remind reluctant references of the
importance of their feedback
• Take note of the tone of the response
• Let the reference do the talking


M is t a k e # 13 :
Conducting poor reference
checks

• Talk to supervisors, colleagues and others in the
organization
• Manage the process yourself


M is t a k e # 14 :
Superficial Interviewing

• Interview questions not prepared
• Questions not written
• At least two to three interviewers
• Magnifying glass missing
• Claims and facts not verified
• No interview debriefing


M is t a k e # 15 :
Human Nature Traps

• I like you
• I’d like to be your friend
• I can save you
• She is just like me!
• We went to the same high school, etc.


M is t a k e # 16 :
Hiring out of Desperation

• Wait until the last minute
• Passive marketing waits for resumes
• Hiring quick and can get back to work


M is t a k e # 17 :
Inappropriate Pre Requisites
Used Too Early

• Over emphasis on
– Education
– Experience


Documentation
JOB DESIGN


District Engineer, TNB

Duties and If stated as Accountabilities then the job
Responsibilities must produce :

Control, operate and Ensure uninterrupted supply to
maintain the District consumers in the district by operating
Distribution System the District Distribution System.
Ensure availability of adequate supply for
Plan and design the High future needs of industries in the district by
voltage system planning and designing the High voltage
System
Manage major supply Ensure satisfaction of the major customers
projects to customers in in the district by managing supply and
the district. Distribution.

Ensure high performance and Productivity
Supervise all technical of technical staff by adopting proper human
staff in the district. resource management methods on
selection, training, coaching, counselling
and motivation.

Results Driven

Activity vs.
Accountability


Exercise: Results
Description

Key Result Key Activities
1.
1. 2.
3.
4.
1.
2. 2.
3.
4.
1.
3. 2.
3.
4.
1.
4. 2.
3.
4.


General Manager, Manufacturing
Key Results Major Supporting Actions Performance
Indicators

1. Ensure •By monitoring production performance and •Timely production
achievement taking corrective actions targets
of targeted •By analysing production downtime and •Productivity ratios
production introducing improvements •Downtime
volume •By thorough preparation for introduction and •Implementation
implementation of new models and variants schedule
•

2. Ensure •By reviewing quality performance results and •Quality index
achievement identifying non conformance and undertaking •Defect occurrence
of product corrective actions •Non-conformance to
quality targets •By analysing customer feedback and taking established
corrective actions standards
•By undertaking on-line and off-line •Demerit points
continuous quality improvement programs
and activities
•By undertaking education and re-education
programs

Indicators
•By incorporating safety and health features •Accident rate
3. Ensure safe
and healthy into infrastructure design and development •Health standards
•By creating awareness of safety and health
operating •Operation audit
among employees through programs and
environment findings
campaigns
•By constant monitoring of safety and health
standards through working committees
•By developing and implementing
occupational health programs

4. Ensure •By developing and implementing on-the-job •Productivity ratios
competent, training •Turnover rate
motivated and •By developing and promoting effective •Employee morale
productive communication with employees and union •Team activities
manufacturing •By ensuring continuous development and •Strikes / disciplinary
workforce upgrading of skills actions
•By providing appropriate recognition and
rewards for high performance
•By promoting teamwork through QCC and 5s
activities

Indicators
•By ensuring effective and efficient •Operating efficiency
5. Enhance
operating maintenance of plant, machinery and standards
resources •Cost per unit
efficiency and
•By reducing wastage and eliminating
productivity •Wastages and
pilferage losses
•By reducing and managing indirect overtime
•By managing utilisation of consumables and
materials

6. Timely •By undertaking effective planning and •Timely completion
execution of provision of resources of projects within
projects •By monitoring implementation and progress cost allocation
of projects
•By managing project costs
•By developing effective project teams

Personality and Motive Profiles


Understanding Personalities

Handouts:
People Personalit
y Types &
Getting
Tasks
Done

Peaceful: Phlegmatic Popular: Sanguine

Closed Open

Perfect: Melancholy Task Powerful: Choleric


The Motive Profile

Power (nPow)

Affiliative Achievement
(nAff) (nAch)


Motive Profile vs. Job Description

Achievement Affiliation Power

• Continually improve his/her •Work cooperatively •Depend on others’ work
performance •Frequently help others with •Maintain others’ morale
• Personally produce work of their problems •Be sensitive to his/her impact
excellent quality •Socialize much on an on others
• Be creative & innovative informal basis •Tell others what has to be
• Accomplish tasks or projects •Empathize with others done & manage them
personally, start to finish •Be interested in others •Respond to others’ requests
• Set own performance for decisions, & make
• Monitor own progress & know decisions that affect others
results of work immediately •Make things happen through
after work is completed others


The Motive Profile shown below has been constructed
using a non-conscious response instrument (Picture
Story Exercise - McClelland)

The typical superior performing manager profile:
High Job

Med

Low Person

Ach Aff Pow

Profile Mismatches
Managerial job Engineer
H H

M M

L L
Ach Aff Pow Ach Aff Pow

Engineer in Teacher in
Managerial job Managerial Job

H H

M M

L L
Ach Aff Pow Ach Aff Pow

Mentoring, coaching and counselling helps people
consciously develop job related responses.

Competencies and ‘Ideal’ Profiles


Position: Secretary
Responsibilities + Personal Competencies Differentiating
Tasks + Activities Competencies
•Typing •Pleasant •Proactive
•Manages •Accurate •Initiative
communications •Is able to take notes •Independent
•Keeps short-hand on shorthand and •Integrity (trust)
notes typing memo effectively •Creative
•Makes •Presentable •Resourcefulness
•Appearance •Always excel
appointments
•Behaviours •Unwavering
•Uses the computer •Good manners dedication and
•Filing •Courteous commitment
•Takes minutes •Diligent •Ability to make simple
•Follow-up decisions
•Makes coffee •Sensitive to people
•Keeps secrets •Positive attitude
•Drafts letter
•Screens calls

The Job Person Characteristics The Superior Performer

Understanding People:
Iceberg


The appointment of a Senior
Manager - an illustration
Selection criteria of the Present Selection Selection Criteria for the
past Criteria Future

MBA Knowledge MBA MBA

10 yrs work experience Skills 10 yrs work experience Less than10 yrs work
experience
I am able to help others I can get others to agree
I am an expert Self Concept in doing things right on what is right

I have to gain I enjoy contributing as a I enjoy having to get
Social Role team player to what is
respect of others others to determine
right
what is right
Aggressive or Positive and Positive, enthusiastic
submissive Traits proactive and proactive

•Achievement & Resourceful power
• Personal
social power (persuasion,
Aggrandizement
Motive •Use of technical influencing,
• Excessive use of knowledge & reasoning, concern
position power power of for personal
(status & authority) persuasion
impact)

This model provides clarity on job related competencies.

Job vs Person Match:
District Engineer
Mr. A Ms. B
M.Eng.10 years as M.Eng.10 years as an
an engineer in engineer in Tech.jobs
Skills &
Tech.Jobs.
Knowledge
I like to help my I’ll help if I am
team achieve. Social Role asked

I like to learn new I am an
Self Concept expert
things

Proactive Traits Aggressive

I told them what is
I want to do better right
Motive

Job vs Person Match:
Room Sales person
Ms. A Ms. B
Diploma in Social Diploma in Social Sc.
Sc. 5 years as an 5 years as as
Skills &
Admin.clerk waitress in a hotel
Knowledge
I like to meet
I don’t like
new people Social Role
injustice
I like to learn new I am always
Self Concept
things unlucky

Assertive Traits Aggressive

I want to do better I told them
Motive
what is - right

Competency Target Setting

1. Initiative
2. Teamwork
3. Problem Solving
4. Leadership
5. Integrity

What’s the problem here?


Competency Target Setting

Initiative
2. Minimize problems quickly without needing to
be asked
3. Seeks personal growth and professional self-
development
4. Doing more than is required/expected in a job
5. Seeks new and improved solutions and
approaches to completing assignments
6. Looks for opportunities to help others and team


• Exercise: Competency Dictionary


Competency Standards

3 Meets behavioral standards consistently. Is a
good role model for others.

2 Meets behavioral standards some of the
time. Needs improvement.

1 Does not meet behavioral standards.
Require counseling or disciplinary actions.


THE INTERVIEW PROCESS


Behaviourial Event Interview


• Lychee Tree


What’s wrong with Typical
Interviews?
1.
2.
3.
4.
5.
6.
7.
8.


"He has 20 years experience: 1
year of bad experience
repeated 20 times"


What is BEI?

• Structured Probe
• Investigative
• What the interviewee did, not what he or she
might have done
• Descriptions of actual behaviour - both actions
and thoughts
• Behaviourally specific performance data


BEI Outline

1. Introduction

• Introductions
• Small talk
• Purpose of interview
• Interview format and time frame
• Clarifying roles of additional persons present


BEI Outline

2. Candidate background on education and
activities

• Candidate's University or other Educational
institution and Programme
• Key academic courses or activities in past year
• Extra-curricular activities
• Work experiences in past two years
• Other activities and interests pursued in last two
years


BEI Outline

3. First event : "A time when you did something
difficult or challenging on your own"

4. Second event : "A time when you tried to
influence or persuade someone to do
something"


BEI Outline

1. Optional third event : "A time when you were
pleased with something you accomplished"

(to be used if one of the first two events yielded little
information or if 45 minutes or more are available for
the interview)


BEI Outline

6. Closing

• Optional follow-up probing to obtain additional
target data on a time the candidate
demonstrated one of the mentioned
characteristics
• Thank candidate
• Next steps in the selection process
• Questions from the candidate


BE Interview problems and
how to deal with them
• Interviewee begins to describe educational
experience in great detail
• Interviewee begins to talk at length about what
he /s he did in a job
• Interviewer asks questions that are too
complicated, or has trouble thinking of
appropriate questions
• Interviewer probes for detail too soon, or cannot
seem to find a thread for a critical incident


• The key part of the incident is not clear
• Interviewee is giving too much information, too
fast, or the information is scattered
• Interviewee says he or she can't remember the
actual words in a conversation
• Interviewee cannot remember a specific incident
• Interviewee seems uncomfortable


• Vagueness : Interviewee talks of the philosophy
of doing the job and remains abstract or
discusses hypothetical situations
• Reticence : the interviewee is evasive or refuses
to answer questions because he or she is
concerned about revealing confidential material
about himself, herself, or others
• Interviewee rambles, digresses to topics
unrelated to critical incident


Trigger Questions

• how the incident started / how candidate first
became involved

• the broad stages of development

• the outcome


Initial Probes

• "How did you become involved … tell me how it
started … etc"
• Immediate follow-ups then are :-
• "What went through your mind at that point …?"
• "What was the first thing you did …. ?"


Data To Look For…

• Dialogue
• Specific and attributable action
• Thoughts operating at the time of the event


Coding: Rules of evidence

• Attributable to the • Retrospective
individual

• Specific • Relevant

• Detailed • No leading questions


Wrong Target Data – Why?

• Discussions of the candidate's current opinions and
attitudes
• Current thoughts about technical ideas
• Statements describing what the candidate usually does
• The candidate's views on what he / she hopes to do in
the future
• Descriptions of what other people were doing in past
situations
• "we" data in which it is impossible to determine what the
candidate was doing or saying
• current reflections and feelings about what he candidate
did in a past situation


Interview Process
COMMUNICATION AND
NEGOTIATION SKILLS


Communications &
Relationships
Basics of Relationships
• Why?
• Good performance & skill won't get you very
far. You need others to succeed
• You cannot get people to listen to you if they
don't like you.
• And if they don’t listen to you, you won’t
accomplish anything!
• Relationships = Expectations.


People Skills

1. People are interested in themselves,
not in you
2. What is the most interesting subject
in the world to them?
THEMSELVES


People Skills

1. Take four words out of your
vocabulary: “I, me, my, mine” and
substitute for the most powerful word:
“YOU”
2. Remember that the more important
you make people feel, the more they
will respond to you.
3. Avoid arguing.

Communication Styles


Passive

 
Assertive Comm Aggressive


Passive- Refer to
Handout for
Aggressive detailed
explanation


How to be Assertive

3. Specify
2. Express
1. Describe


Three Steps to Assertive
Communication:
• Describe the situation or idea as clearly and
specifically as you can.
• Express how you feel about the situation.
(Note: Use "I" or "My" statements to refer to
how you are feeling and what you are thinking.)
• Specify what you want. Include a specific
deadline.

Refer to Exercise: Practicing Assertive Behavior


Active Listening

1. Attending 1. Asking
2. Paraphrasing 2. Encouraging
3. Speaking 3. Reflecting
4. Clarifying 4. Summarizing

Personal Tip: ‘Picking’

Refer to Exercise: Practicing Active Listening


Communication SF

LINA
Listen with interest and praise
make the person feel Important
use their Name
Ask questions


Influence SF
PASSE
Praise and encourage
Ask questions
allow the person to Save Face
use SMART goals
Encourage small improvements

Asking Questions?

1. Ask to clarify viewpoints, values or beliefs
1. What further info do you need?
2. Is it the <problem>, or is there something else?
3. What exactly do you mean?
4. Would you like a drink?
5. What do you think are the pros and cons?


Asking Questions?

1. What’s most important to you in…


Asking Questions?

1. Convert instructions into Questions


Personality SF

S + FH + C
Smile
Firm Handshake
Compliment


ICE-BREAK SF

F.O.R.M.
Family
Occupation
Recreation
Money

Paired Exercise:

• Find out as much information as possible about
your partner
• Note down everything you remember


Pacing

1. Mirroring their body language,
voice, vocabulary and mood
2. Mutual feeling of harmony, well
being and security
3. Tendency to like people who are
similar to ourselves


Pacing

1. Body language
– Sitting position, movement, and position of the legs,
arm movements, overall posture, angle of the head,
walk, dress, facial expression, breathing, touch.
2. Speech
– Pitch, speed, tone, volume, choice of words, jargon,
foreign words, slang, professional terms.
3. Feelings / Moods
– Attitude, conviction, belief, enthusiasm, tolerance,
involvement, respect for the other person’s skill,
qualities and experience.


Pacing

Examples:
2. Enthusiastic colleague with great idea
3. Angry customer in a hurry
4. Friend who is sad and confused


Negotiations

Extra Communication Skills


Do you agree with these?

“Good Negotiators are born.”

“Good Negotiators take risks”

“Good Negotiators rely on intuition”


Do you agree with these?

“Good Negotiators No, effective negotiation, like other skills
are born.” requires practice and study

No,
“Good Negotiators
take risks” 1. They know how to evaluate a decision
situation
2. They make a best choice based on
information available to them.

“Good Negotiators No, the most important work of negotiation
rely on intuition.” takes place before the negotiator is seated at
the table. It is preparation.


The Number 1 Objective of
Negotiation:

To create a
win-win
solution

The Number 1 Objective of
Negotiation:

The other person must
walk away feeling that
they they have won
Fact of life: You will be negotiating with the same
person in the future, or
Your reputation will be told to other people


Fact:

The other person is
aiming for the same
thing as you are!


Always remember this…

Negotiation
is a
Game

BATNA: Best Alternative to
Negotiated Agreement

"The reason you negotiate is
to produce something better
than the results you can
obtain without negotiating”


BATNA: Best Alternative to
Negotiated Agreement

…if the proposed agreement is better
than your BATNA, then you should
accept it.

…If the agreement is not better than
your BATNA, then you should reopen
negotiations or walk away.


Strategy 1

Ask for more than
you expect to get


Strategy 1: Ask for more
than you expect to get

WHY?
1. It gives you more room to negotiate
2. You might get it!
3. Increases the value of what you are offering
4. Prevents negotiation from deadlock

1. It’s the only way you can create a
climate where the other person
feels that he or she has won


Starting Strategy 1: Ask for
more than you expect to get

MPP – Maximum Possible Position

This is the most you can ask for and
still have the other side see some
flexibility in your position


Starting Strategy 1: Ask for
more than you expect to get

Bracketing

X X

RM 11,000 RM 13,000 RM 15,000

Your Starting
Opening Your Offer
Offer Target
(MPP)


Positive Bargaining Zone
Seller's Bargaining Range

Positive Bargaining Zone
Buyer's Bargaining Range

$220k $225k $230k $235k $240k
Seller's Target Seller's Offer

Buyer's Offer Buyer's Target

http://totallyunrelatedrandomanddebatable.blogspot.com/ -104-

Strategy 2: Never say Yes
to the first offer

WHY? I could
Something
have done
must be
better
wrong


Strategy 2: Never say Yes
to the first offer

I could have done better

“…the next time I deal with
this person I’ll be a
tougher negotiator”


Strategy 2: Never say
Yes to the first offer

Something must be wrong

Humans are basically KIASU and don’t trust
people easily

Psychology: “Cheap things not good. Good
things not cheap.”


Strategy 3

Act Surprised
at Proposals


Strategy 3: Act
Surprised at Proposals

WHY?

When people make a proposal to you…

…they are watching your reaction!


Strategy 3: Act Surprised
at Proposals

Your Reaction

70% of humans believe more of what they
SEE, not what they hear

The easier you are, the tougher they will
negotiate!!

This can also work in Telephone negotiations


Strategy 4

Never Argue

Strategy 5

The Reluctant Seller and
the Reluctant Buyer


Strategy 5: The Reluctant Seller
and the Reluctant Buyer

Reluctant Seller
Keep Cool (Bertenang)
“I don’t want to sell, but take a look…”
Mention all the good points
“Just to be fair to you…”
“…what’s the best price?”

Strategy 5: The Reluctant Seller
and the Reluctant Buyer

Reluctant Buyer
Let the Seller present to you
“I appreciate all the time you’ve taken…”
“It’s not really what we want…”
Pause and Wait until the right moment
“Just to be fair to you…”
“…what’s the lowest price?”

Strategy 5: The Reluctant
Seller and the Reluctant Buyer

Get the other side
to commit first
How to
Counter Higher Authority
Good Guy/Bad Guy


Strategy 6

“You’ll have
to do better
than that”


Strategy 6: “You’ll have to
do better than that”

1 “You’ll have to do better
than that”

2 SHUT UP!!
This also called “The Silent Close”



Why?

An inexperienced
negotiator will give away
their negotiating range



“Exactly how
How to much better do I
Counter have to do?”


Strategy 7: Higher Authority

Why?

He knows that he must
completely win you to his side
so that you will want to
persuade your higher authority
to agree with his proposal

Strategy 7: Higher Authority

How?

Don’t let the other side know you
have the authority

Your higher authority should be an
unclear group, not an individual

Leave your ego at home

Strategy 8: The Declining
Value of Services

FACT!!

The value of service always
appears to decline quickly
after you have performed
the service


Strategy 8: The Declining
Value of Services

How?

When you make a compromise,
get back a compromise right away

DON’T WAIT!!


TALENT WARS IN THE NEW
ECONOMY


The New World…

13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
BusinessWeek, May 4, 2009

Global-Local Trends

Back-sourcing Power re-balancing

Bottom-up Innovation/ Mergers, Acquisitions
Disruptions & Divestment

Mobile Devices Lower Middle Class rule

Nationalism and Extreme Emerging
Protectionism Countries

Currency Wars BRIC and PIIGS


Post Recession Trends and
Implications
No trust in Big Malaysia no big
Companies effect
No trust in Experts Decrease in
Offshoring
No trust in Best
Practices Seniors working
longer, re-entry
Cash Flow issues
Part-timers and
M&A&D increase
Freelancers


Post Recession Trends and
Implications
Industry Convergence/
Extinction

Social Networking
Auditors,
Increased Regulations Lawyers, Civil
Servants,
Green & CSR Consultants,
Documentors
Non-Profit/NGO
increase


• Exercise: What recent trends (global, local,
industry etc.) that have impacted your
company’s talent plans? How do they impact?


Talent Wars: Pre- and Post-
Recession

Last Time Today
• Beg • Beg <harder>
• Buy • Buy <@ higher
• Borrow price>
• Steal • Borrow <from
diff. people>
• Steal <more
often>

The New World…with New Problems

13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
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BusinessWeek, May 4, 2009

Budgeting vs. Priorities

Example: Business Situation vs. R&D Priorities
Upturn Flat Downturn
Fight Complacency Innovation Sales
Sharpen Edge Acquire Cash Flow
Keep Momentum Profits
Conquer Build momentum
NPD Cycle Time Focused on
Improve Top 15%
‘Breakthrough’
Improve Edge revenue-generating
JV, In-source, Out- products
Extensions source
Counter Competitor
↓ R&D, ↑Sales
Eliminate bottom 20%

Business Situations vs.
HRM

Upturn Flat Downturn
Fight Complacency Innovation Sales
Keep Momentum Profits
Conquer Build momentum

‘Change’ mgmt Talent Mgmt Top Talent focus
Reduce Fat Innovation/R&D Sales, Sales, Sales
Continuity Early wins Increase attrition
Everyone Happy Slow Down HR Costs Motivation


Business Situations vs.
HRM

Upturn
•Projects Flat Downturn
•Job Ads
Fight Complacency
•Communication Innovation Sales
•F/L Manager Com.
Keep Momentum
•Middle Management Profits

•Involvement (survey, momentum
Conquer Build

suggestions)
‘Change’ mgmt Talent Mgmt Top Talent focus
•Realistic Goals
Reduce Fat Stack R&D Stack Sales
•Controllable KPIs (customer
Continuity Early wins Increase attrition
satisfaction, production)
Everyone Happy Slow Down HR Costs Motivation


Activity Grid to determine
budget priorities
Increase (↑) Create (+)
What are features/ What are features/
activities/services to activities/services to
increase? introduce?

Reduce (↓ ) Eliminate (-)
reduce? eliminate?

1. Manage conflicts where limited resources should go
2. Solve problem of compounding activities & resources


• What is your company’s situation now?
• How would you prioritize your Activity Grid?


THE BATTLE FOR TALENT


Intro:

“Cow don’t drink water cannot
push cow head down”


Question: Talent
Management for Who?
Excellent

Very Good

Average

Not Good

Commit Suicide


Before we start…

1. Who designs your Talent
Management programs?
2. Are you in the Talent Pool?
3. Do you qualify?
4. “It takes a crook to catch a crook”


Talent Segmentation

• Who are your Talents?

: A Talent for others does not
mean a Talent for you


Talent Segment Targeting

• Unwanted by big MNCs
• Small companies
• Boring Environment
• No Growth/Learning
• No MBA
• Passion, Values, IQ (streetsmart)
• Appreciate Chaos
• Multitask
• Passion to Learn


Talent Segmentation

• Identify POTENTIAL
2 3 4 5
PERFORMANCE

Group I
5

(Talent Pool)
4
3
2


Talent Segmentation

2 3 4 5
PERFORMANCE

Group II Group I
5

( Potential) (Talent Pool)
4

Group IV Group III
3

(Counseling) ( Performance)
2


Talent Scarcity and Brain-
Drain Problem
1. Change your Business
2. Change your Business Model
3. Re-locate
4. In-Source
5. JV or Partnership or Swap
6. Create micro Business Units
7. Over Promote
8. Over Pay
9. Contractual tie-up
10.Hire Low, Train High

Employer Branding
ATTRACTING AND
POSITIONING


The real goal of Marketing and
Branding
Understanding our role in the whole
scheme of things


• Exercise: Why do we need ‘Branding’?


What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”

“Retention and Loyalty are useless if
No Conversion is happening.”

Sergio Zyman

What is the purpose of
Marketing & Branding?


“Communication is useless if No
Conversion is happening.”


What is the Objective?

• Comm = Relationship (something
like Dating)
• Comm ≠ Media glitz
• Comm ≠ ATL/BTL/BwTL/ArTL/FTL
• Comm ≠ CSR
• Comm = Get more people, to buy
more, more frequently, at higher
prices


Intro


No Performance is happening.”


Intro

Loyalty is misleading…

• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption

• Good Performance ≠ Retention
• Retention ≠ Good Performance

So… are we in business for
Retention or Performance?


Corporate & Employer
Brand

Corporate
Brand

Right Type
of People
Employer
Brand


Why Employer Branding?

1.Attract
Employer 2.Retain
Branding 3.Motivate
4.Focus


Components of Branding

Positioning, Execution, and
Communication


Components of Branding

Positioning

Execution

Communication


Brand Positioning

Segmentation, Targeting, Basics,
Differentiators


Positioning

“Hope is not a strategy”
John Maxwell


Positioning

• For who? – Segmentation, Targeting
• Your Offer?
• Key Differentiator?


Two Types of Segmentation
for HRM

1. Demographic segmentation
2. Talent segmentation


Recruitments of Gen X and Gen Y
UNDERSTANDING
DEMOGRAPHICS


Demographic Segmentation
- General
Refer: Managing
Change – Veterans (Pre-Boomers)
Understanding the
Demographics of 1934-1945
the Evolving
Workforce

Gen Y
Boomers
(Millennials, Netster)
1945-1960
1980+

Gen X (Cusper, Buster)
1960 - 1980

Generational Differences In
The Workplace
• Now 4 Generations in the workplace
• Events and conditions each of us experience during
our formative years help define who we are and
how we view the world.
• Each Generation has different value systems –
Values drive behavior.
• We need to understand each other so we can value
what each generation brings to the team.
• In 10 years, 40% of current workforce will retire.


Generational Thoughts

• X&Y act first, evaluate later – they know more than older
generations knew at their age. Thrive in speed and chaos. May
think about having multiple careers.
– May not Actively Listen to Builders & Boomers, missing
valuable info.
• Builders & Boomers – paid their dues, have vast experience &
knowledge.
– May question how much X&Y know, undervalue their quick
decision-making, don’t think of them as colleagues and
collaborators because assume they’re inexperienced.
– May think X&Y are too impatient –quick to throw out tried &
true strategies .
• Loyalty to Co. – Builders & Boomers may value; X&Y may not
• Challenge Authority – Builders & Boomers may not, X&Y may.
• Work Life Balance: Builders & Boomers may do without, X&Y
may not do without.


Generational Thoughts

• Builders may see Boomers as self absorbed
& prone to sharing too much info.
• Boomers may see Builders as dictatorial and
rigid.
• Y may view X as too cynical and negative.
• X may view Y as too spoiled and self-
absorbed.
• X may view Boomers as being too Politic –
say right thing to right person.


What Bonds Generations
All Generations want:

Work-Life Balance – flexible hours, fewer hours
• Younger Generations – may be less ambitious in
traditional terms, less willing to make tradeoffs - family
focus.
• Boomers – want time for hobbies or fitness, care for
aging parents, family, start own business.
Timely, Constructive Feedback
Sense of Community with Others
Effective Projects and Meetings
Use their Talents
Enhance their Skills

Things Research Says
Gens Want to be Valued for
• Builders: “Your experience is respected – It’s valuable
to hear what’s worked in the past.”
• Boomers: “You are valuable & worthy. Your
contribution is unique and important to our success.”
• Xers: “Let’s explore some options outside the box –
your technical expertise and is a big asset.”
• Y’s: “You will be collaborating with other bright,
creative people – you have really rescued this
situation with your commitment.”


What All Generations
Need to Do
Seek balance between
• building on traditional procedures and
• supporting flexibility and creativity
to effectively blend the generations work ethics.
• Allow choices
• Openly explore ideas
• Value different points of view
• Encourage active listening
• Share expertise
• Share recognition and appreciation
• Value hard work
• Build in humor and fun into learning.
• Accommodate the needs and values of all generations.


What Generation’s
Next?

The Millenniums – They
are in secondary school
right now…coming out
soon…in about 10 years
or so

171

- others

1. Women, Working Mothers
2. Youtube generation
3. Working retired
4. Social Activists
5. Work/Life balancers
6. Industry (ICT, Advertising, Engineer,
Accounting, Lawyer, etc.)


Exercise: Who is your target?

Company Segmentation Employer Segmentation


Exercise: Employer
Segmentation
What do you know about
Who are your Targets? them?


Employer Branding
WHAT NEEDS WORK?


Basics & Differentiators

Differen
Segments tiators
Targets
Targets
Basics


Demographic Segment:
Example Exercise
1. Gen Y Refer:
• GEN Y ranking of
2. ICT job considerations
• 10 non-monetary
3. Women benefits to attract
and retain top
developers


What needs work?

High Fun place to work
Training
For people like me Opportunities
Target Segment
Importance to

Attractive Location
Familiarity
with Tasks
Innovative
company
Career
Opportunities
Expected
success of
application High Salary
Low
Weak Strong
Current Brand

For Starting Up…

High
Importance to

Segment
Target

Low


For Starting Up…

Weak Strong
Current Brand

Activity Grid to determine
HRM priorities
increase? introduce?

reduce? eliminate?


Exercise: Activity Grid




Employer Branding
BRAND AND RECRUITMENT
COMMUNICATION


Summary of Branding

Branding in its simplest form
(and it saves cost too…)


Brand Communication

Image, Touch Points, Repetition, and
Emphasis


Attract

“You don’t attract who you want.
You attract who you are”
John Maxwell


Attract: HR and Marketing

1. Who designs your Job Ads?
– It better be Marketing
• Understand the psychology of a Talent
Job Seeker when reading Job Ads
• Not sure? Consult experts
• Use Marketing weapons for Job Ads:
brand logos, slogans, newspaper clips,
awards, customer profile, video clips,
web, banners etc.

KEY MESSAGES

Who am I?

What do I offer? In other words:
“Why should I
Support?
join you?”
End benefit(s)

Tagline:


Power Words

Advantage Exciting Improved Proud
Save Deserve Discovery Easy
Benefit Fun Investment Proven
Security Guarantee Happy Health
Comfort Free Joy Profit
Trust Love Money New
Results Right Safety Truth
Value Powerful Vital You


• Exercise: Use two or more Power Words to
describe:
1. Your company to prospective candidates
2. Your company’s employer brand


The Right Tools for the Job

Personal Internships,
(exp) joint projects
with
Quality/Intensity of

University
Communication

Events,
Personal workshops,
(info) campaign visits,
seated dinners

Impersonal
(info)

Individual Mass
Reach of Communication


Personal Mentorship
(exp) programs
Communication

Personal Campus presentations,
career fairs
(info)

Impersonal Online games,
sponsorship of awards
(info)

Individual Mass


Personal
(exp)
Communication

Personal Direct Marketing
(info) (eg. mailing)

Direct-response
marketing
Impersonal
(info) Print media, radio

Individual Mass

Exercise: Right Tools

1. Plotting your Communication strategy:
– Determine the level of Quality/Intensity of
Communication
– Determine the level of “reach” of communication
• What tools do you want to consider? Why?


Brand Touch Points

Employee Newsletter
Customer
Bloggers Gov./ s Public
Politics Events
Analysts
Annua Mgmt Candidates/
Action Relatives
l Employees
Report s Pasar
Media Malam
Internet* Economic
s
Ads AGM
Ex-
employees
Employees Friends

Brand Touch Points

Employee Newsletter
Customer
Bloggers Gov./ s Public
Politics AnalystsEvents
Annual Mgmt Candidates/
Action Relatives
Report Employees
s Pasar
Media Malam
Internet Economic
s
Ads AGM
Ex-
employees
Employees Friends

Exercise: touch points

• List down all direct and in-direct touch points
that affect your employer brand
• Which ones you do want to take action on?


Attract

1. What’s your main Differentiator?
– Money? Opportunity? Big Projects? Big
Clients? Career Growth? Environment? Love
and Fresh Air?
• Fish where the Fish are…
• Hire Strict. Refuse if possible.
• Who you retire determines who you attract


Putting It All Together
THE RECRUITMENT PROCESS


9 Rules for Dating
(and Recruiting)


Dating rule #1
First impressions are critical.
• Recruiting application:
Differentiate yourself. Resist the “I have a great
position for you” especially if you have never
spoken to them.


Dating rule #2
Don’t believe everything you see.
• We have all heard stories from people that
signed up for an online dating service and were
shocked when their date was two feet shorter
and 10 years older than the profile.
Candidates exaggerate their strengths and skills
and down play their weaknesses. Do not
assume anything. Prescreen, interview,
administer assessments, and call the references
before you present the candidate to your hiring
manager.


Dating rule #3
Play hard to get.
• Desperation is the world’s worst perfume.
If you make a huge fuss over the candidate and
beg them to interview, you will diminish your
negotiating power.


Dating rule #4
Be selective. You can not change people.

Look for the red flags; don’t avoid them. It is
better for you to uncover any candidate
weaknesses or issues than your hiring manager
discovering them. Your name and reputation is
all you have in this business.


Dating rule #5
Prepare for the date.
If your candidate has spent 20 minutes on the
phone with you and takes time off work to come
to interview, and then you ask them “so, tell me
what you want to do?” — you are wasting the
candidate’s time. You should have notes on the
candidate’s resume that you want to clarify, and
if appropriate, the company profiles that best
match what your candidate’s needs.


Dating rule #6
Don’t talk too much.
• People who express the “enough about me, what do
you think about me?” attitude sit home alone, a lot.
The candidate should be doing most of the talking.
Assess what the candidate has to offer, what they
need, and then set expectations of how you will
work together. Let the candidate talk about the
interview before you disclose the hiring manager’s
view. If you blurt out “they love you, you are the best
candidate they have ever met!” — what do you think
happens to the candidate’s salary requirements?


Dating rule #7
Follow up with your date.
As an industry, one of the biggest complaints we
get from candidates and hiring managers is the
lack of communication. No news is still
considered news to the candidate; make sure
you keep your candidate in the loop.


Dating rule #8
Don’t be afraid to end the date early.
Prescreen carefully, ask the hard questions, and
always tell the candidate the truth. If they are not
going to fit into your recruiting focus (skills,
salary expectations, location, etc.), coach or
make suggestions regarding who may be able to
help them in the market.


Dating rule #9
Improve your odds by hanging out
where (like) people hang out.

If you are recruiting technology talent, sign up and
participate in technology activities in your market.
Volunteer at association meetings to check members in:
you will meet every attending member, every meeting.
• Explain to people you meet that there are two types of
people you would like to be introduced to: those who are
leaders in their field and are looking for an opportunity
and those who are leaders in their field and are not
looking for an opportunity right now. You are an expert in
your market, so people who are not looking now would
still benefit from knowing you and the people in your
network.


Sample Recruitment Life Cycle -
Simple


Sample
Recruitment
Life Cycle -
FULL


Traditional vs.
Data-Driven
Recruitment
Process


Sample Assessment Tools


OPTIMIZING COMPENSATION
& BENEFITS


Background: The Four
Desperates

1. Desperate 2. Desperate
Competition Consumer

3. Desperate 4. Desperate
Achievers Changes
Refer: Analysis of Retention – Example and Exercise


• Exercise: Define your Talent issues, limited to
the most critical 4 aspects.


What drives our Reward?

Strategy Values

Compensation &
Benefits


Before we proceed…

Reality #1

Cash is King



Reality #2
Tangible C&B

Attraction



Reality #3
In-Tangible C&B

Retention



Reality #4
In-Tangible C&B

Tipping Point for
Attraction/Retention


The 51.28% Theory

• Resign = Push + Pull > 51.28%
• If staff is Happy:
=> 0 + Pull > 51.28%


Values Driven C&B

1. Performance
2. Differentiation
3. Teamwork
4. Caring


• Exercise: What “Values” drive your Talent
Management strategies?

• How will these Values impact your HR and C&B
policies?


Branding and Positioning:

“You don’t attract who you want.
You attract who you are”
John Maxwell


‘Basic Values’ Driven C&B

• Performance
• Differentiation
• Caring
• Non-tangibles & Segmentation


What to Pay?

• Pay for Service
• Pay for Job
• Pay for Competency
• Pay for Performance


Pay for Job

• Competency • Problem solving
- Knowledge - Complex
- Skills - Type of problems
- Experience - Special Problems

• Responsibility
- Authority
- Success/Failure
- Freedom to act

Performance and Incentives

1. Internal Equity
– Internal Job Rates
– Performance differentials

3. External Competitiveness
– External Job Rates - Benchmarking
– Demand & Supply


What’s the Difference?

• Increment

• Bonus

• Promotion

Exercise: How does your company
define the difference?


What to Pay?

• Pay for Service
• Pay for Job
• Pay for Competency
• Pay for Performance

Exercise: Which ones does your
company use for Pay?


Compa Ratio Table

Use this if your company:
• Pays for Performance, and
• Pays for Job rates

Def:
Mid-Point = Mid Point of Pay Grade

Grade E2
Min MID Max
RM2,000 RM2,500 RM3,000


Compa Ratio Table

< 0.7 ≥0.7 - >0.9 - ≥1.1 - > 1.3
≤0.9 <1.1 ≤1.3
5

4

3

2

1


Compa Ratio Table

< 0.7 ≥0.7 - >0.9 - ≥1.1 - > 1.3
≤0.9 <1.1 ≤1.3
5

4

3 5%

2

1


Compa Ratio Table

< 0.7 ≥0.7 - >0.9 - ≥1.1 - > 1.3
≤0.9 <1.1 ≤1.3
5 9

4 7

3 9 7 5% 4 3

2 2

1 0


Compa Ratio Table

< 0.7 ≥0.7 - >0.9 - ≥1.1 - > 1.3
≤0.9 <1.1 ≤1.3
5 15 12 9 8 7

4 12 9 7 5 3

3 9 7 5% 4 3

2 6 4 2 1 0

1 4 2 0 0 0


• Exercise:
• Determine your pay grades and salary points
(internal or external benchmark?)
• Draw your Compa Ratio Table


Employee Differentiation through Relative
Performance and Talent Management


Values Driven C&B

• Performance
• Differentiation
• Caring
• Non-tangibles & Segmentation


Employee Distinction?

< 0.7 ≥0.7 - >0.9 - ≥1.1 - > 1.3
≤0.9 <1.1 ≤1.3
5 9 8 7 6 5

4 8 7 6 5 4

3 7 6 5% 4 3

2 6 5 4 3 2

1 5 4 3 2 1


Employee Distinction?

< 0.7 ≥0.7 - >0.9 - ≥1.1 - > 1.3
≤0.9 <1.1 ≤1.3
5 20 15 12 8 5

4 18 12 9 5 3

3 9 7 5% 4 3

2 1 1 1 0 0

1 0 0 0 0 0


Employee Distinction

Average Rating Multiply Example Example
Rating Factor Rating Increme
nt
> 4.1 5 2 4.2 8.4%

> 3.3 – 4.1 4 1.2 3.5 4.2%

> 2.3 – 3.3 3 0.75 2.8 2.1%

> 1.3 – 2.3 2 0.5 1.8 0.9%

≤ 1.3 1 0 1.0 0%


Employee Distinction

2 3 4 5
PERFORMANCE

Group II Group I
5

( Potential) (Talent Pool)
4

Group IV Group III
3

(Counseling) ( Performance)
2


Talent Strategy: C&B

1. Eliminate Staff Awards 1. Additional Profit Sharing
2. Eliminate Staff Trips points for TP
3. Eliminate HOD trips 2. ↑ Pay for Performers,
4. Remove Salary structure ↓ pay for Non-
limitations for TP Performers
5. Premium Group Pay 3. Additional % during
annual increments
6. Year-round
4. Special Allowances
promotions/increment
5. SCL Allowances
7. Spot Bonus Pool
6. Flexitime


Curse of the Bell Curve

‘A’ ‘B’ ‘C’ ‘D’ ‘E’
Staff Staff Staff Staff Staff


Values Driven C&B

1. Performance
2. Differentiation
3. Caring


Caring (1/2)

Staff
Loans/ Discounts
Uniform
Subsidies
Lactation Allowance/
Room COLA

Extensive Caring Subsidized
Training Lunch

Free
Flexitime
Carpark
Work/Life
SRC
Balance

Caring (2/2)

Add. Internal
Transfer/
Maternity Selection
Secondment
Leave
Free IT Paternity
Classes Leave

Discount Caring Van
PnB Transport
& OOP (KTM)
Emergency Sub. Yoga/
Loan Study & Line Dance
Library &
Exam
Magazines
Leave

• Exercise: What ‘Caring’ C&B policies do you
have to attract and retain talent?


- General

Veterans (Pre-Boomers)
1934-1945

Gen Y
Boomers
(Millennials, Netster)
1945-1960
1980+

Gen X (Cusper, Buster)
1960 - 1980

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