AVOIDING HEADACHES Hiring the Right People for the Job

Agenda  Learning from Past Hiring Experiences – Do’s/Don’ts  Attracting a GREAT Person for the Job  Ask the Best Questions  Facts about the Hiring Process  Strategies throughout the Hiring Process

“I am convinced that nothing we do is more important than hiring and developing people. At the end of the day you bet on people, not on strategies.” Larry Bossidy

Learning from Our Past Experiences Sharing Wisdom from the: (group discussion) DO’S andDON’TS

Employee Life Cycle - Position OpenInterviewOrientationMentoring “We Want to Keep You” Interview Position Change/ Retirement

Keep these 5 Pointers in Mind When Writing a GREAT Job Announcement: Attract the Best Affect Emotions Stress Strengths Emphasize Opportunity Be Optimistic Keep It Short

What should I/we “look for” in a job candidate?  Know and understand the company values.  Know and understand the dynamics of your current team:  What strengths does the team currently have?  What strengths does the team need to attract?  What would/wouldn’t work with your current team?  What characteristics are important to your current team members?  What does the job require?

Asking the BEST Interview Questions There is no “magic” or perfect question…there are only strong questions awaiting answers.

All Questions Need to Reflect: The Core of Your Company/Organization Getting the Best Candidate The Purpose of their Position/Company

7 Types of Interview Questions By: Brian Libby  To Build Rapport:  “How about those Yankees?”  “Did you go to the recent Library Conference/Webinar?”  To Learn How They Deal with Obstacles:  "Tell me about a time when you wrote a report that was well received. Why do you think it was successful? “  "If you had to do “that” activity again, how would you do it differently?"

 To find out what interests them about the position:  ‘Where does this job fit into your career path?’  "What motivated you to apply for this job?"  To expose thinking skills & abilities and characteristics:  "Why do people climb mountains?"  "How do they get the cream filling inside a Twinkie?"

 To learn about the candidates judgment and decision making:  "Imagine we've just hired you. What's the most important thing on your to-do list on the first day of work?"  "Say a coworker tells you that he submitted phony expense account receipts. Do you tell your boss?"  "What would you do if you got behind schedule with your part of a project?"  To measure the fit between the candidate's values and the culture of your company:  "What do you like best about your current job?"  "When did you realize this would be your career?"  "What keeps you coming to work besides the paycheck?"

 To learn about what the candidate knows about you…the organization:  "What's your opinion of our new product or service?"  “What do you like about us?”  “What would you change if you were running the business based on what you know?”

Behavioral Based Questions  How would your best friend describe you? Why?  What would you say your two greatest weaknesses are? How do you know?  How do you alleviate stress?  Tell me about a time when you went above and beyond for a job or person.  What type of work environment do you function best in?  How could we expect you to deal with conflict?  What tools or habits help you stay organized?  In what ways do you raise the bar for yourself and others around you?

Share the Expectations of the Position  All interview candidates need to understand what they may be “signing on” to do and be.  Be open and up front with people about the expectations of the position, as a team member and of the culture of the company.  This reduces the “you didn’t tell me that in the interview” possibility.

Can You Hire for Attitude before Skill?

4 Kinds of Difficult Hires: By Lou Adler Bad hire. These are people who can’t or won’t do the work, don’t fit the culture, or can’t get along with others. Mismatched hire. These are people who are competent to do the work but don’t want to do it. Incomplete hire. These are people who can do parts of the work well, but not everything. Non-hire. These are the great people you didn’t hire

Questions You Can and Cannot Ask! these-10-illegal-job-interview-questions/229 /a/illegalinterv.htm

Strategies for the Hiring Decision Process:  Get the evidence from each interviewer as to why or why not this candidate should be hired.  Discuss the “good” qualities about the candidate and what they would add to the group.  Encourage people to speak from different vantage points. Differences can bring about better decisions.  Don’t make decisions too quickly…take at least 30 minutes to 1 Hour after the interview to make decisions.  Make a “no” harder than a “yes.”

Add the Extra Opportunity for Insight…  DISC Behavioral Profile  Myers-Briggs  Strengthsfinder 2.0 or Strengths Based Leadership  Personality Assessment of Choice

“I hire people brighter than me and then I get out of their way” Lee Iacocca