CBI Health Group Manager Development Series Module 2 Recruiting & Selection

2 Objectives Understand the roles expected of recruiters and managers in the recruiting and selection process Develop an awareness of the various opportunities to find candidates Distinguish between CBI features and benefits when marketing CBI to candidates Differentiate skills, knowledge, talents, and strengths Identify key talents that the ideal candidate must possess

3 Objectives Build and select appropriate behavioural interview questions Be capable of conducting a selection interview Skilled in candidate assessments and make a hiring decision Be able to negotiate a contract Gain insight into the practice of onboarding

4 Recruiting & Selection Section 1 Understanding the roles of manager and recruiter

5 Section 1 Contacts CBI Recruiters AB & SKCassandra (403) ONCarolyn (416) Atl. CanadaDerek (506) BC Sheila (778)

6 Section 1 A) Sourcing candidates Sourcing channels utilized by recruiters Need for consistent messaging Active role for managers

7 Section 1 B) Screening resumes Resumes sent to recruiter Resumes sent directly to manager Recruiter-candidate communication Prompt communication

8 Section 1 C) People-in-play Follow-up communication between recruiter and manager Avoid delays Contract advice/approval

9 Section 1 D) Additional information about recruiters and a summary of their activities Following up with candidates Vacancy management Promotion/activities

10 Recruiting & Selection Section 2 Manager’s role in recruiting

11 Section 2 A) Where to find candidates Benefiting from pre-existing relationships Opportunities: Internship students Education courses Internal transfer of CBI personnel Professional and social networks Former employees Job fairs Public presence

12 Section 2 B) Making connections Potential candidates as customers Target groups Settled loyalists Poised loyalists Poised opportunists

13 Section 2 Segmentation and differentiation Functional and emotional benefits Danger of using salary as a differentiating factor Talking to candidates

14 Section 2 C) Features & Benefits Features Benefits

15 Recruiting & Selection Section 3 Preparing for the interview

16 Section 3 A) Laying the foundation Scheduling the time and place Identifying key job requirements beforehand

17 Section 3 B) Theoretical Concepts Understanding the differences between skills, knowledge, talents, and strengths Skill Knowledge Talents Strength

18 Section 3 C) Identifying critical needs Skills/knowledge requirements Relatively fixed nature of talents in adults Study top performers

19 Section 3 D) Behavioural interview questions and key talents Preparing behavioural interview questions

20 Section 3 Six key talents 1. Results Orientation 2. Social Sensitivity 3. Maturity 4. Assertiveness 5. Energy 6. Intellectual Ability

21 Section 3 Building your own questions Reviewing the candidate’s resume and developing additional candidate-specific questions

22 Recruiting & Selection Section 4 Conducting the interview

23 Section 4 A) Objectives 1. Evaluate candidate 2. Market CBI

24 Section 4 B) Providing overview of CBI Introduction Marketing CBI Customizing a unique message

25 Section 4 Marketing, not selling Linking their position with the overall picture Making use of your staff

26 Section 4 C) Interviewing the candidate Importance of listening Empathizing Observing behaviour Taking notes

27 Section 4 D) Concluding the interview Questions about CBI Explain the next steps

28 Recruiting & Selection Section 5 Post-interview follow-up

29 Section 5 A) Assessing the candidate Interview assessment form Know your biases

30 Section 5 Consult your staff Do not hire out of desperation References

31 Section 5 B) Post-assessment dealings Informing the candidate Negotiating the contract Keeping track of how you are hiring

32 Section 5 C) Transition from successful candidate to staff member Onboarding

33 Recruiting & Selection Action Plan