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HIRING TO BUILD TALENTED TEAMS

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Natalie Brown

on 26 September 2013

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Transcript of HIRING TO BUILD TALENTED TEAMS

HIRING TO BUILD TALENTED TEAMS
WHY ARE YOU HERE ?
2
3
5
4
1
Laying the Foundation
The Search
WHAT ARE THE IMPORTANT MESSAGES FOR HIRING A TALENTED TEAM?
1. What is the most powerful leadership skill you can have ?
- Ability to produce high talented teams.
2. How do you produce high talent teams ?
- Ensure you have high talent people!
- Effective and balanced assessment.
3. Why is hiring process and strong assessment / interview skills important ?
- Identifies, assesses for hiring highly talented people to build high talent team.
THE PROCESS
The hidden costs of Mis-Hiring
- How much value a high performer brings vs low performer

- Time and or revenue cost of coaching a weak performer and replacing

- Average cost : 15 x salary

Typical Hiring Timeline
Week 1
- Job Briefing Meeting
- Role Profile completed
- Role advertised internally
- and externally

Week 2 -3
Week 4
Week 5,6,7
Week 8
Week 9
Sourcing and attraction of candidates using
methods agreed in Job Briefing meeting

- Completion of Sourcing activity.
- Shortlist Meeting with Line Manager to review CVs
Agree on candidates to progress to interview

- Interview & Assessment Process
- Line and HR to be involved.

- Interview debrief meeting
- Hiring decision on candidate to offer
- Offer discussions with preferred candidate

Confirmation of verbal and written offer to candidate and contract of employment generated and sentCandidate confirms acceptance.

Manpower Planning
Stages of Manpower Planning
The impact of Getting the Wrong Hire
- High Staff attrition
- Knowledge and Skills base depletes as average lenght of service decreases. - Lack of experience
- Time and money spent on hiring only to make poor decisions
- Underperformance and lower business productivity
- Control and productivity risk due to time wasted on hiring
- Risk of losing the wrong people – Talent works for/with other talent
- HR Requirements Forecast
- HR Supply Forecast
- Making the Comparison
- Action plan for shortage or surplus

Sourcing and Attraction
Onboarding

- Introduce your new hire to colleagues
- Provide job-specific induction and training
- Give your new hire early informal performance reviews

The Interview
Sourcing and Attraction
Attraction and Sourcing
- Define hiring needs with recruiter
- Define expectations with Recruiting
- Help find the best candidates by contacting people in your own professional network
- Assessment & Selection
- Conduct candidate interviews
- Provide candidate care
- Make the final hiring decision
- Help convince your top choice to accept the offer





“Manpower planning consists of putting the right number of people, right kind of people at the right place, right time , doing the right things for which they are suited for achievement of goals of the organisation. It also ensures higher productivity.”

Organisational Review
HR Requirements Forecast
HR Supply Forecast

Making the Comparison

Action plan for shortage or surplus

Evaluating the Role
- Remember not all vacancies need to be filled.
- Changes in business occur so rapidly that the need for a job may only exist for a short time.
- The best source of information about a job may be the previous job holder.
- A vacancy can be an opportunity to redefine the responsibilities of the job.

Evaluating the Role
- Currently unfulfilled tasks and duties can be added to a job description.
- It may be possible to re-allocate work among current employees.
- Sometimes two people sharing a job can be more productive than one


Role Briefing Meeting
- Hiring Manager and Recruiter

- Hiring SLA Commences

- Role profiling Completed

- Role Advertised internally and Externally




Role Briefing Meeting
- Hiring Manager and Recruitment Specialist

- Identify any specific aspects required

- Action Plan agreed for hiring



Sourcing and Attraction
Linked In
BAYT
Abu Dhabi Jobs
Gulf Talent
Virtual Bench

Short Listing
- Short listing helps to prevent bias
- Should be carried out by more than one person
- Panel should consist of suitably qualified person
- Any panel should include at least one member of each sex

Short Listing Meeting
- Recruitment specialist will give rationale for including a candidate
- Recap on Sourcing strategy
- No of applications received
-“No of passive” candidates approached
- Overall impressions of the quality of the shortlist
- Why were certain candidates not suitable
- Feedback on candidates perception of the opportunity
- Individual considerations need to be taken in to account

Choosing a Shortlist
Check notes on work experience from interview


Recap on CV and matching sheet


Confer and seek advice from colleagues


Consider who best suits your company culture


Establish shortlist to interview again


Checking Job Descriptions
- Does the job have a title that accurately reflects its purpose?
- Has the emphasis of the job changed recently?
- Does the job call for any particular technical expertise?
- What salary should you be offering with the job?
- What are the perks – health insurance, accommodation, travel?
- How much paid holiday is there? Is unpaid leave available?
- What is the most difficult part of the job?
- Does it require a lot of work outside office hours?
- Would there be a lot of travelling involved?

CV Checklist
- Look for gaps in the chronology of the CV.
I- f necessary, verify qualifications with the relevant institutions.
- Estimate the average amount of time spent in each job.
- Judge whether the candidate is making a logical career move.
- Consider if the style of the CV indicates a ‘well organised’ candidate.

Dealing with Inconsistencies

- If the candidate is currently employed.
- Does the job title they have put down reflect in the job roles and responsibilities?
- If the candidate has stated that they have dealt with major client; in what capacity….answering the telephone?
- Does the description of their responsibilities indicate the skills acquired?
- Do the periods of employment indicate months..2007 to 2008 could mean one year or one month?

Pre-Interview Checklist
- What is the vacancy and does it need to be filled?
- Is the job description up to date?
- Has the personal specification been prepared?
- Do you have the salary, benefits, hours, starting date details?
- Where are the candidates from; referral, application form, internet.
- Pre-interview screening.
- Interview Preparation:
- Date, time, location communicated to candidate.
- Read the application form and prepare questions.
- Assemble documentation.
- Set objectives and write interview structure.
- Inform reception of the interview.
- Has the room been set up with the necessary requirements?
- How are you going to organise your time and delegate tasks.
- Make sure that there are no interruptions.
- Are you prepared; do you have everything you need?

Interviewing Technique

“The most successful leader is the one most capable of motivating his people, encouraging them to strive harder and be more creative, to distinguish themselves.”

Sheikh Mohammed Bin Rashid

What Skills Do We Need?
Questioning skills

- Asking the right types of questions.
- In the right sequence, you can elicit more complete information from informants than likely without these techniques.


What Skills Do We Need?
Rapport building skills

- A trust is built between you and the candidate resulting in the candidate giving you the information freely.
- When strong rapport has been developed with informants, they contact you when they have information they think you might be interested in.


Types of Interviews
Informal and Conversational Interview
- There is no predetermined questions asked.
- During the interview, the interviewer ‘goes with the flow’.

General Interview Guide Approach
- Ensures that the same general areas of information are collected from each interviewee.
- There is still a degree of freedom and adaptability in getting information from the interviewee.



Types of Interviews
Standardised, Open-ended Interview
- The same open-ended questions are asked to all interviewees.
- This approach facilitates faster interviews that can be more easily analysed and compared.

Closed, Fixed-response Interview
- All interviewees are asked the same questions and asked to choose answers from among the same set of alternatives.
- This format is useful for those not practiced in interviewing.




Interview Ethics
Manners.
Transparency – introducing members of the panel if necessary
Ask one question at a time.
Be as neutral as possible.
Be receptive with occasional nods of the head, "uh huh"s, etc.
Be careful about the appearance when note taking.
- Do not start taking notes suddenly because jump to take a note, it may appear as if you are surprised or very pleased about an answer, which may influence answers to future questions.
Ensure a smooth transition between major topics.
- For example, "we've been talking about (some topic) and now I'd like to move on to (another topic)“.
Do not lose control of the interview.
- This can occur when respondents stray to another topic, take so long to answer a question that time begins to run out, or even begin asking questions to the interviewer.

Interview Ethics
Biased Questions.
- It would be entirely unacceptable and improper to ask only female candidates about their domestic circumstances or childcare arrangements.

Make all candidates aware of certain requirements.
- If there is a requirement to travel as part of the duties of a post, it is sufficient to make each candidate aware of this requirement and to ask each candidate how he/she would be able to undertake those duties.

Keep the selection criteria the same for all candidates.
- It is also very important that the selection criteria remain the same for all candidates and are not allowed to change as the interviews proceed.

How to conduct Interviews?
Choosing who will attend
- Manager
- Colleague
- Superior


In groups, determine the advantages and disadvantages of selecting
the people above to attend the interview.

Common Mistakes In Interviewing
- Not planning in Advance i.e. questions

- Learn to avoid the mistake of realising not getting what you needed for questioning technique

- Not Listening

- Failing to give candidates the opportunity to reveal important information



Common Mistakes In Interviewing

- Not asking follow up questions

- Know how to draw out candidates who give “woolly” answers

- Do not ask anything inappropriate to “break the ice”

How to Conduct an Interview?
- Location
- The interviewers
- Time-scales
- Preparation
- Introduction
- Questions
- Candidate questions
- Closing the interview
- Reviews

The Interviewers
Advisable to have two people interviewing.
- ‘Two heads are better than one’.
- Good to exchange points of view.
- The other person may think of questions you do not.
Must be clear on the type of person being sought.
- Never settle for ‘second best’.
Must have an idea of the role they will play within the company.
- You can determine the best person for the job if you are clear about their roles.
Must be prepared.
- It can be embarrassing if you come across as being unprepared.

Time-Scales
Relax the candidate:
- It is not an interrogation!
The importance of ‘setting’ clear time limits:
- Reinforces transparency so that the candidate knows what is expected.
Ensure that candidates are not kept waiting:
- This gives a negative impression of the company.
The objectives of the interview:
- Hire the best person for the job not the best interviewee on the day.
Keep candidates focused by sticking to your original time-scales:
- Do not let the candidate ‘stray’ from the topic especially if you have other people to see.


Preparation
Re-examine all the criteria required by the applicants:
- Have a list next to you in case you need prompting.
- Keep it confidential.
Consider their priority ranking. For example;
- In the case of IT and technical interviews it is unlikely that communication skills will be considered the same degree of importance as technical skills.
Ask all the applicants the same basic questions:
- By asking standardised questions you will be able to gather comparable data for review. Without this it is likely that your decision will be skewed by personal likes and dislikes to a candidate.

Preparation
Base the questions on the job description to help focus on the relevant criteria.
Have the applicants CV and covering letter to hand:
- Not only will they be useful for reference but they will also
demonstrate to the candidate that you are fully prepared.

Introduction
Structure is crucial for interview success.
Start the interview with an informal chat.
- This will help to break the ice and will help to shake any unwanted nerves from the candidate.
Introduce any of the other interviewers.
explain the format of the interview.
State how long will the interview last.

Introduction – how to start?
What would you say in the initial stage of the interview?

In groups, prepare a 5 minute presentation of what you think you should say.

You have 15 minutes to prepare this.


Here’s what we should say…
The introductory phase of the interview should be about the following:
- Company.
- Its products/services.
- Recent successes.
- Reasons for hiring.
- Ideal candidate requirements.



Interview Checklist
Make a positive first impression and greet the candidate.
Explain the structure of the interview.
Read through the application form with them.
Conduct any necessary skills tests or assessments.
Question and answer session.
Tell them about the company:
- Background, and history and future.
- The department.
- The position.
- The training given.
- Future prospects.
- Benefits.
- Terms and conditions.
Invite questions from candidates.
Determine the level of interest from the candidate.
Explain what happens next – transparency.
Close the interview ethically making sure that the candidate is clear.
Make notes on the candidate for future reference – state any concerns as well



Questions
Questions
What do you need from the interview questions?
- The interview questions need to give you a clear indication of not only the candidate’s technical abilities but also their personality.

What is the aim of the questions?
- The aim of the questions should be to answer a simple question “Will this person fit into the business from a work and personality point of view and help to increase company profits?”

How should we start the questions?
- Begin your questioning with open-ended questions such as “Tell me about yourself”. Using this information you will then be able to use more specific questions to obtain answers to the questions you need answering.

Questions – Signals to look out for…
How can we get more detailed answers?
- Expressions such as “explain to me…” or “give me an example…” will often receive more detailed answers then “do you…” or “can you…”. Vary the conversation so that the interview does not lose its flow or become too one-sided.

What other signals should we look out for?
- Candidate body language sends signals of interest.
- Eye contact.
- Head tilting nodding are positive signs of enthusiasm.
- Folded arms and poor eye contact signals a lack of interest.

Making the InterviewWork for you
How can we make sure that we have information to refer to after
the interview?

- During the interview it is important to give yourself time to write a sufficient amount of notes regarding the candidate.
- Without these notes it will be hard to review the results of the interview at a later stage.
- Make sure you have enough pauses so you have a chance to write your notes.
- Pauses also give the candidate a chance to reflect on their responses and think of any questions of their own.


Questions – Types of Topics
Behaviours regarding what a person has done or is doing .
Opinions/values about what a person thinks about a topic .
Feelings to find out what a person feels or thinks about something.
- Be careful because some candidates will respond with "I think ..."
remember that you are looking for feelings.
Knowledge to get facts about a topic.
Sensory regarding what they have seen, touched, heard, tasted or smelt.
Background/demographics involves standard background questions, such as age, education, etc.

* ALL the above questions can be asked in terms of past, present or future.

Questions – Is there any
particular order?
Involve the candidates in the interview as soon as possible.
Ask factual questions first before asking about controversial matters (such as feelings and conclusions)
- This helps to encourage the candidates to engage in the interview before
warming up to more personal matters.
Spread the factual-based questions throughout the interview to avoid the interview turning into an interrogation.
- This also prevents the candidates from being disengaged in the interview.

Start by asking questions about the present before questions about the past or future.
- It is usually easier for a candidate to talk about the present and then work
into the past or future.
Leave the last questions open.
- This will allow the candidate to provide further information or give their
impressions of the interview.

Questions – What about the wording?
Keep the wording open-ended.
- Candidates should be able to choose their own terms when answering questions.
Keep the questions as neutral as possible.
- Stay away from wording that could lead the candidate to answer in a
particular manner.
Ask the questions one at a time.
- If asking too many questions, the candidate may get confused.
Use language that is easy to understand.
- If the candidate does not speak fluent English, speak slower and use ‘easy
to understand’ language.
- This gives them an equal opportunity to answer the questions.

Questions – Is there any
particular order?
Questions – What about the wording?
Try not to ask ‘why’ questions.
- These questions can often result in the answers being vague.
- ‘Why’ questions infer a cause-effect relationship that may not truly exist.
- These questions may also cause respondents to feel defensive, e.g., that
they have to justify their response, which may inhibit their responses to
this and future questions.


Questions – Closed and Open
An example of a closed question is:
“Ali, are there any tasks that users might find difficult?”
- The informant might respond ‘yes’, but you will have to ask another
question to find out which tasks are difficult.

An example of an open question is:
“Ali, which tasks do you expect users to have most difficulty with?”
- This allows Ali to provide more detail in his answer rather than a simple
‘yes’ or ‘no’.

Questions – Other types…
Probing questions, for example:
- “What ... ?”
- “Tell me about ...” (i.e. questions which cannot be answered with a ‘yes’ or ‘no’)
- “Why did you do/choose ... ?”
- “Can you give me an example to illustrate/support what you have just said?” rather
than using leading or assumptive questions imposing the questioner's assumed
answer.
Quantifying questions:
- Useful to assess how much experience, how many staff managed, how often a -
task performed, how big a budget managed, how much sick leave.
Behavioural questions:
- These invite the candidate to give specific examples from his/her own
experience.
Hypothetical questions:
- Ask the candidate to describe his/her reaction to an imagined situation. These
are useful for candidates with limited experience.

Questions – Other types…
Multiple questions, for example:
- “What do you think makes a good administrator?”
- “Do you consider yourself to have those qualities and what evidence can you
show us in support of this?”
Multiple-choice questions, for example:
- “Did you leave that job because you wanted to widen your experience or
because you wanted promotion?”
Leading and rhetorical questions, for example:
- “Do you think you are good at ...?”
- “What are your greatest strengths?‘”

Questions – Other types…
Avoid ‘double-barrelled’ questions. For example:
- "Are you comfortable working with computers and do you go to the
theatre often?”
Avoid negatives in questions.
- Focus on the positive.
Be careful using technical terminology in questions.
- Make sure the candidate understands the term or be prepared to provide
a clear, concise definition.


Candidate Questions
When can the candidate ask questions?
- An interview is not a one-way exchange.
- The interview is a time for the company to interview a candidate and for a
candidate to interview the company.
- Remember finding the right job is not easy and accepting it is even harder.
- All candidates should have some questions to ask whether it be about
training, career opportunities or company culture.
- No matter how good you may be at interviewing it is unlikely that you would
have covered every aspect of the job and company.
- A good candidate will invariably stand out from the crowd at this stage of
the interview.

Closing the Interview
Closing the Interview
What is the best way to close the interview?
- An informal chat often helps to end on a friendly note.
- Make sure that you have covered all your points and the candidate has
covered theirs.

How can you make sure you have covered all your points?
- If the candidate has travelled a fair distance it may be an opportunity to offer
them reimbursement for their expenses. Dubai to Abu Dhabi?
- Your closing actions will have an impression on the candidate.
- It is important to make sure that they reflect well on both you and
your company.

Review
What happens at the review stage?
- The review is a chance for you to reflect on the interviews.
- If you conducted the interviews with a colleague it is a chance to compare
notes and discuss individual candidate performances.
- Be objective in your decisions.

Remember the question you really need answering is “Will this person fit into the business from a work and personality point of view and help to increase company profits?”

Post Interview Checklist
Arrange your notes and send feedback form to Hiring Manager within 48hrs

Feedback
- No; determine reasons and file for future reference.
- Yes; arrange for a second interview and liaise with other parties involved.
- Inform concerned parties and provide relevant documentation.

Conduct Second interview
- Provide feedback to Hiring Manager within 48hrs after interview.

The Offer
- Offer Management and Closing

- Appropriate offer discussed with recruiter

- Understand the general benefits, Medical Insurance and if relevant
relocation benefits

Job Offer Management
The Beginning
- New Joiners

- Visa Application Process

- Regular calls (fortnightly) to the candidate to maintain the momentum.

- Book orientation and other relevant training.

Thank you
COURSE OBJECTIVES
1. Understand the basics of Man Power Planning and importance of Emiratisation Recruitment
2. Understand if the rehire is necessary and the use of Hiring SLAs
3. Understand the costs of hiring the wrong candidate
4. The FGB Sourcing Process
5. Process of pre -screening to inc role profiles, job briefing, and job descriptions
6. Follow a useful guide when interviewing, to bring structure and comprehensiveness
to the interview
7. Identify the types of bias, the steps involved in evaluating an individual and several criteria
for ranking the company
8. Explore a variety of questioning styles to achieve specific outcomes, including Open, Closed,
Theoretical, Alternatives/Options, Probing and reflective Questions
9. Utilise active Listening skills and paraphrasing to ensure clear understanding of the
candidates career history, achievements and aspirations
10. Understand how to utilise Behavioural Interviewing questions to explore the candidates
character, emotional intelligence, capabilities and work place behavioural style
11. Understand the post interview process
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