Hiring Tools Identifying Opportunities Learning Pack – prereads: Hiring Tools Identifying Opportunities

Listening Points Litmus Test Organization is dissatisfied with quality of hire, speed to hire or turnover. Leadership deficit driving need to hire and select new leadership. Aging executive level, necessitating succession planning. Major shift in strategy, leadership, structure etc. Concern that their current assessment doesn’t measure what’s important. No formalized use of assessments or using a competing assessment. Competencies are not incorporated into the hiring practices. Hiring practices are not standardized and/or no training for hiring managers. Litmus Test Is there enough volume to make this sale worth your time? Pricing is driven by number of assessments given. Does the VP of HR and/or leadership see the value in improving their selection outcomes? Does this organization require that the hiring tools directly integrate with their applicant tracking system? If an organization undergoes any kind of major shift, that can necessitate the need to initiate use of an assessment tool or reconfigure (use different competencies). Nature of hiring module opportunities is driven by size of organization and/or volume of hiring. A great opportunity presents itself once the organization hits….hundreds per year?.... Until we build more integration with our API, not a good fit for someone who has truly high volume (tens of thousands of applicants.) The VP or HR and/or leadership must see the value in improving their selection outcomes. Behavioral Interviewing – Can we leverage a partner do design curriculum around behavioral interviewing?

The Tactical Sale A client may present with no competencies incorporated into their organization. The strategic solution is to start with the Competency Modeler The tactical solution is to develop the competency models as you roll out the hiring tools. Sometimes this is the right solution. Client has immediate pain point. Many reasons drive the client: change management concerns, budget, urgency, availability, etc. Don’t give up on the strategic approach, but solve their immediate problem. If no competencies incorporated, probably not starting with the hiring module – CM or HPB. Quick and dirty tactical sale or the strategic start w/ competencies sale. Depends on the sophistication of the client, current pain points, urgency, budget, change management concerns, etc. Sometimes the tactical sale is the right sale.

Success Factors People Solutions Culture Money & Time Common goal/outcome Expectations are clear Willing participation Ease of Use Budgeted effort Manageable time commitment

Discovery People Solutions Culture Money & Time Ask: What kind of candidate are you typically seeing? Can you articulate what you’re looking for in a candidate? Which segment of your employee population are growing the fastest? How have the skills and behaviors needed for these positions changed over the last few years? How many applications do you receive for available positions?

Discovery People Solutions Culture Money & Time Ask: What does the hiring process look like now? What is your current screening process? How are you preparing your hiring managers for the interview? Do you use any existing assessments to screen candidates?

Discovery People Solutions Culture Money & Time Ask: Who “owns” the hiring decision in your organization? Does your organization tend to rely on quantifiable measures or “gut instinct”? How does the organization you are today compare with the organization you want to be? How do you currently align your employee’s behavior to your strategy? Tell me about the last significant change in your organization – how was it received?

Discovery People Solutions Culture Money & Time Ask: Is there anything within the organization that is driving the timing of this? Has the organization already set aside budget for this effort? How much time do your hiring managers typically invest in interviewing one candidate? How many candidates do you typically consider for one position?

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Overcoming Objections Interview Guides have assistance built into them. ThinkWise Response Overcoming Objections My hiring managers have their own way of doing things. They wouldn’t know what to do with an interview guide….. “The Interview Guides are more than just a list of questions. They also include follow up questions and listening points. This helps steer the interview towards areas that are most important for the position. What are some of the questions they are asking now?”

Overcoming Objections The tools are easy to administer. ThinkWise Response How much time of our recruiters time is this going to take? “Less than you’d think. The recruiter sends out an email with a link to each candidate. Some of our clients automate this within their applicant tracking system. Our system sends a notification email once the candidate completes their survey. Pulling the reports and the interview guides takes a matter of minutes. Tell me about how you track candidates today...”

Overcoming Objections Requiring the survey helps narrow the pool to the highly interested candidates. ThinkWise Response I’m worried that this is going to put off some candidates. “In our experience, this hasn’t been the case. Our clients tell us that this extra step helps eliminate candidates who aren’t actively pursuing the position. What’s your experience been regarding the number of applicants for each position?”

Overcoming Objections Tools are consistent and objective – people aren’t. ThinkWise Response What are these assessments going to tell me that I won’t be able to learn in an interview? “The assessments will give you a couple of things that you won’t get in an interview. First, they’re consistent. Each candidate receives the same assessment. Second, they’re objective. The results won’t vary depending on personal preference. Third, they inform the interview. By having the assessment results prior to the interview, the hiring manager has insight to guide the rest of the discussion. What information does the hiring manager have today, going into an interview?”

Overcoming Objections Assessments and Interview Guides are designed to go together. Use the outcomes of both to inform the hiring decision. ThinkWise Response What if a candidate looks great on paper but scores badly on the assessment? “Clients handle this differently. Some of our clients use a cut score to eliminate candidates before their application is reviewed by recruitment. Most of our clients look to a combination of the assessment and the interview to make their decision. If, for example, a candidate scored low on one competency, the hiring manager should push hard on that competency in the interview. How are you gauging the fit of a candidate now? “

Overcoming Objections Someone can be super smart but a bad fit to your organization or your needs. Behaviors, or competencies, measure for this fit. ThinkWise Response I’m already using the Wonderlic assessment. What is your assessment going to tell me that it isn’t? “Wonderlic is a good assessment for measuring intelligence. The ThinkWise Candidate Assessment measures behavioral tendencies. By measuring behavior, you can better understand whether a candidate fits your organization and the position you need to fill. Tell me about how predictive your current assessments have been for organizational success… ”

Tougher Questions But what about….. Validity ThinkWise is a workstyle instrument. We configure our assessment to the client’s competencies. The best normative data is their own. ThinkWise does not have as broad a base and normative data set as some competitors. Once client gets to a high enough “N”, we can implement their own norm so they can see how their new candidates compare to existing users or hires. Refer them to the hiring tools interpretation guide. Reliability If you have a sophisticated client, they may ask about norms, validity, etc. We can answer those, and have a guide that is designed to assuage any concerns on that front. Refer to the Candidate Survy Defensibility

Driving Opportunities

Tools – What to Use When Client Facing Internal Use Whitepapers Provide examples of successful engagements Leave behind for client reference Whitepapers Walkthrough with client May want to add notes re: client’s pain points Sample Reports Introduce the complementary products Marketing Materials Excel tool Lists decisions to be made Includes pricing tools Client Checklist Technical document Written by team who created the assessment Interpretive Guide Springboard Adapt to your client Report FAQ Client Facing Remind them of the documents we introduced earlier and their purposes. Internal Use

Driving Opportunities Succession Planning Curriculum Design Development Assessment Workshops 360 Surveys Hiring Tools Team Surveys ThinkBox and Learning Packs Webinars Guest Speakers Lunch and Learn

Building the Solution Stack TIME CONTENT Guest Speakers Hiring Project Leadership 360 Competency Modeling Workshop Crucial Conversations Workshop Succession Planning Pulse 360 Mentoring Program Redesign Hiring Program Executive Coaching Learning Packs Emerging Leader Program Team Surveys This is an example of ways that ThinkWise tools can be used over time. Competency Models are the key – once they have competency models in place, it ‘s a natural extension into the other products. Building the Solution Stack Validation Study

Building the Solution Stack TIME CONTENT Guest Speakers Hiring Project Leadership 360 Competency Modeling Workshop Crucial Conversations Workshop Succession Planning Pulse 360 Mentoring Program Redesign Hiring Program Executive Coaching Learning Packs Emerging Leader Program Team Surveys Tell this as a story – how could this combination of tools and services come to be at a given client. Building the Solution Stack Validation Study

Don’t miss the opportunity to expand this into a program! Event vs. Program Urgent Staffing Need Building a Foundation Expansion created need to fill several new positions. Organization has job descriptions from which they’ll develop competency models. Need to provide hiring manages with interview training. Seen as a one-time event. Duration: 3-4 months. Organization undergoing expansion. Want to maintain high quality staff. Complete Competency Modeling Workshop to define future state. Revamp hiring process to target new competencies. (Hiring Tools) Assess current workforce against new competencies. (360) Create development program to close gaps. (ThinkBox) Consulting wrapped around all of this. Seen as an organizational initiative –driven from the top down. Duration: 12-24 months Emphasize this way of thinking. Better for client, better for partner. Tie in to working wiser, not harder. Don’t miss the opportunity to expand this into a program!

Any Questions? If you have any Questions please feel free to contact thinksupport@thinkwiseinc.com

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