How to attract the right people
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The document outlines a 3-step process for developing a talent profile and hiring the right people. Step 1 involves defining the skills, experience, and qualifications required for open positions. Step 2 is attracting suitable candidates through various sources. Step 3 is selecting the best candidate, which involves screening resumes, interviewing candidates using behavioral questions, checking references, and making the final hiring decision. The overall process emphasizes defining talent needs, evaluating fit, and trusting instincts to hire individuals that will mesh with the organizational culture.
How to attract the right people
- 1. 3 STEPS A
- 2. STEP 1 DEFINE YOURSKILL ANDTALENT REQUIREMENTS
- 4. TALENT PROFILE 1.----------------------- ------------------------- ------------------------- 2.------------------------ Don’t delegate this work --------------------------- to someone else! -------------------------- DO IT ON YOUR OWN! 3.------------------------ --------------------------- ---------------------------
- 5. TALENT PROFILE 1.----------------------- ------------------------- ------------------------- 2.------------------------ Consider whether this --------------------------- position is really needed? -------------------------- COMBINE TASKS? 3.------------------------ --------------------------- ---------------------------
- 6. TALENT PROFILE 1.----------------------- ------------------------- ------------------------- Ask the people who have 2.------------------------ --------------------------- experience in this particular job -------------------------- -WHAT DO THEY LIKE ABOUT THE JOB? 3.------------------------ -WHICH SKILL DO THEY USE THE MOST? --------------------------- -REQUIREMENTS ON CO-WORKERS? ---------------------------
- 7. 1. Be sure the positions are critical to identify the expertise, experience to your organization and other qualities 2. Define you want in your new team members primary roles and responsibilities 3. Define the critical skills and characteristics required
- 8. Specific job- related skills Technical Basic skills skills critical skills Personal characteristic Interpersonal and and characteristics communication skills and values
- 9. to identify the expertise, experience and other qualities you want in your new team members 4. Identify previous experience and achievement level 5. Define education or training required 6. Review and finalize your talent profile
- 10. STEP 2 ATTRACT THERIGHT PEOPLE
- 13. Your personal and Colleges, universities professional and technical schools network Mainstream media advertising Employment Online agencies recruiting
- 14. STEP 3 SELECT THEBEST PERSON
- 16. INVOLVE YOUREMPLOYEES HIRING PROCESS IN THE
- 17. USEYOUR TALENT PROFILE TO EVALUATE CANDIDATES
- 18. SKILLS, WORK EXPERIENCE AND EDUCATION/TRAINING YOU REQUIRED SUCCESSFUL IN THE PREVIOUS JOB COMMITMENT TO THE WORK THEY HAVE CHOSEN
- 19. SCREENPOTENTIAL CANDIDATES OVERTELEPHONE
- 20. ! TIPS FOR INVERTIEW OVER TELEPHONE -Call applicants when you will not be interrupted -Open the conversation by asking candidates how they heard about the job -Explain the basic job requirement -Ask them what their interests are in cultural activities -Take careful notes. -Ask everyone the same questions so you can make clear comparisons
- 21. INTERVIEW CANDIDATES
- 22. Interview top candidates face-to-face using a systematic process •A warm welcome to the candidate •A review of what you want to accomplish during the interview •A description of the job opportunity and your company •Gather information from the candidate by asking open-ended or problem-solving questions •An opportunity for the candidate to ask questions •A clear statement of the next steps in your hiring process •A positive closing
- 23. ? QUESTIONS TO ASK ? INTERVIEW? DURING
- 24. TRADITIONAL INTERVIEW OPEN-ENDED QUESTIONS JOB OR WORK SKILLS INTEREST WORK EXPERIENCE
- 25. THE BEHAVIOR-BASED INTERVIEW skills Candidates are asked to describe a situation that require problem solving Flexibility Leadership Conflict resolution Multi-tasking Initiative Stress management
- 26. • Structured interview with layered questions Series of behavioral questions and non-behavioral questions Questions often overlap Gather information about each of the employer’s major issues.
- 27. • Informal interview Casual and relaxed Easily eliminate individuals from the candidate pool at an early stage Confirm that a candidate is particularly well-qualified
- 29. 2nd, 3rd … interview? Confirm that Make final they have decision found the between a ideal short-list of candidate candidates OR
- 30. • Meeting with the same interviewer? Easily, just focus on cementing rapport! • Meeting with a new interviewer? Choose the interviewing style and format ….. that are best suited to the needs of both your organization and its potential employees
- 31. CHECK REFERENCES
- 32. REFERENCE-CHECKING IS CRITICAL! CHOOSE THE MOST SUITABLE PERSON FOR THE POSITION, OTHERWISE IT WOULD ENDANGER THE WORKING ASMOSPHERE OF YOUR ORGANIZATION!
- 33. ! TIPS FOR CONDUCTING REFERENCE CHECKS -If possible, have candidates ask their references to call you -Keep your questions focused in what you need to know about the candidate’s performance in previous jobs -Keep your questions consistent from reference to reference so you can compare their responses
- 34. MAKE YOUR FINAL
- 35. As far as possible, make sure your top choice will fit into the internal culture of your organization
- 36. ! FINAL TIPS: TRUST YOUR INSTINCTS! -Poor “chemistry” between a new addition to your team and your existing team sabotages the success of new hires more often than anything else. -If you sense an even slightly negative quality, think very hard before hiring that individual
- 37. THANK YOU FOR CONCLUSION FOLLOWING OUR PRESENTATION!