1. “CHOOSING THE RIGHT CANDIDATE FOR THE JOB”

2. Things to Consider Before You Begin the Process
Why are you filling this position?
What are the primary reasons you need to fill the position? Ex: Problem Team, Strategic Thinker, Solve the retention problem, Technical, etc.
Who would the new employee report to? The hiring manager’s style, competencies, special needs? Expectations?
What are the important characteristics of the business culture? Ex: Expectation of working long hours, collegial, consensus, duration. etc

3. Uniqueness of the geographic area and community (culture, climate, city vs. rural, etc.).
Who are the co-workers of the new employee and what are they like? Matching the new employee with the existing team or group is critical.
If this is not a new position, what was the previous manager like and how did he/she manage the staff? What did you learn about the position from the way the previous manager managed?
What are the expectations of the existing staff toward the new manager?

4. Core Competency Profile
Definition:
A core competency is a factor that is considered to be essential to achieving success on the job

5. Core Competency Categories
Abilities and Aptitudes
Knowledge and Experience
Personal Profile
Motivational Qualities
Professional Values
Emotional Intelligence
Psychology of Persuasion
Interests Profile
Core Themes

6. EXAMPLE #1: Analytical Thinking and Problem Solving
The ability to grasp business problems by breaking them down into their component parts, organizing them and determining the correct priorities.The analytical thinker uses logic and rational thinking to evaluate, scrutinize, and arrive at final conclusions.

7. Determine Level of Skill Necessary
LOW
Common Sense approach to understanding and solving issues
HIGH
Relies on cognitive ability to evaluate multiple pieces of data

8. EXAMPLE #2: STRATEGIC INFLUENCING
The ability to engage others so as to gain their support and full commitment to the task, idea, or project.

9. Determine Level of Skill Necessary
LOW
Uses basic persuasive tactics to gain support
HIGH
Develops key strategic relationships to build support

10. EXAMPLE #3: Emotional Intelligence
The ability and capacity to reason with emotional signals and the capacity of emotion to enhance thought

11. Determine the Level of Skill Necessary
LOW
Relatively little insight and awareness of own and others’ feelings while engaging in a meeting or giving a presentation
HIGH
Extremely perceptive and sensitive to own/others’ feelings and has a sophisticated way of managing these feelings to enhance the personal relationships

12. Position Clinical Director
COMPETENCY PROFILE
Position Clinical Director
Analytical Problem Solver
High Emotional Intelligence
Ability to Influence
Ability to Develop Staff
Extensive Knowledge/Experience in the field of Home Care
Performance Accountability
Managing the Business
Conceptual Thinker
Ability to provide values centered leadership

13. THE HIRING PROCESS
Hiring manager/search committee needs to be confident that the search firm/search committee has a clear understanding of the “right type of candidate.”
Assure that there is close/continuous communication between hiring manager/search committee and search firm as they conduct the search.

14. The Interview Process:
Who will interview the candidate?
How will the candidate be interviewed? Process? Style?
How will the interview data be collected and processed.
Conduct a formal assessment of the candidate.
Interview former supervisors/peers.
Review past performance reviews.
Assess and examine all available data collected from interviews, formal assessments, review of performance appraisals, and former supervisors/peers.
Identify key elements, both positive and negative.
Note possible “land mines.”

15. Making the decision:
Who makes the final decision to hire?
Who facilitates the process leading to a final decision?
Decision makers must state the reasons for their choice and be prepared to defend their decision.
Facilitator must hold decision makers to the Core Competencies agreed upon.
Provide feedback to selected candidate as to key findings and establish a tentative plan going forward.

16. SUPPORT PLAN FOR FAMILY
Support team develops a plan to welcome and help the family integrate into the new community––a very personal approach that takes into consideration the family’s composition, social, spiritual and educational needs. Goal is to help the family acclimate quickly into their community. This will take a great deal of pressure off the new manager knowing that his/her family is adjusting to the new community. Result: The manager can focus on the new job with minimum family distractions.

17. Support plan for new manager
Support team in collaboration with Human Resources develops an “onboarding” process that meets the unique needs of the new employee and the objectives of the company. This will assure a smooth and successful transition and enable the new employee to integrate quickly into the company’s culture.
New manager receives feedback from the Evaluator regarding the formal assessment.
Review and discuss data collected during the interview process: meeting to include hiring manager, evaluator and new employee.
Result: Identify potential “land mines” and agree on a plan going forward to address any identified issues that might impact on the manager’s ability to succeed in the new job.

18. Support plan for new manager (cont.)
Assign an advocate/coach from inside the company who is responsible for helping the new manager to understand the culture, its’ people, company’s history and other important and unique aspects to the organization.
Result: Manager will have a much better probability of quickly acclimating to his/her new environment and thereby increase the probability of success.
Assign an outside consultant to be available as needed to assist the manager in making a successful transition to the new company.
Result: Manager has his/her own “sounding board” and objective coach.

19. Support plan for new manager (cont.)
Monthly meeting (minimum) with manager and supervisor to assess the manager’s progress “fitting in” to the new culture. Recommend this take place for at least the first six months.
Result: Greater likelihood that any problems or issues will be identified early and thereby correcting them before they become serious. Also, this helps both individuals learn about each other, their style differences, expectations, perceptions, etc.