Notes

Outline

Talent Acquisition Strategy I

HEARTBURN ISSUES What bugs you about interviewing?

OBJECTIVES

Management Of                         Human Capital

The Impact Of Hiring Decisions

The Impact Of Hiring Decisions

Cost of Poor Hire $60,000 Salary

Cost of Poor Hire $60,000 Salary

Cost Of A Poor Hire

THE RIGHT FIT

The Interview Process

FIRST IMPRESSIONS Negative impressions

IMPACT OF NEGATIVE IMPRESSIONS Unfair decision that is legally indefensible Person leaves with a negative impression of the organization as well as the interviewer Possibly lose the right person for the job

FIRST IMPRESSIONS Positive impressions Mirror image Generalize one positive skill to all skills required Golden resume – top schools, fortune 500 experience Gut instinct

IMPACT OF POSITIVE IMPRESSIONS Hiring the wrong person Consequences of bad hiring decisions Unfair and legally indefensible

FIRST IMPRESSIONS 74% of all hiring decisions are made in 4 minutes Decisions are made on limited, subjective information; Accuracy is questionable Biases are unfair and interfere with uncovering the job skills that the person possess Decisions based on biases are unprofessional and poorly represent the organization

ACCOUNTABLE DECISION MAKING Your organization has given you $240,000 to hire a new employee for your department. Are you going to spend it in 4 minutes using limited, inaccurate, subjective data?

PREDICTING FUTURE PERFORMANCE First impressions do not predict future performance Past behaviors predict    future behaviors

BEHAVIORAL VS OPINION INTERVIEWING

OPINION INTERVIEWING

BEHAVIORAL INTERVIEWING

BEHAVIORAL INTERVIEWING

BEHAVIORAL INTERVIEWING

BENEFITS OF BEHAVIORAL INTERVIEWING Minimizes bias and maximizes facts Gathers objective information Tie breaker Increases legal defensibility Matches person’s skill set to the business requirements of the organization and job

BENEFITS OF BEHAVIORAL INTERVIEWING Can’t rehearse for BI Past behavior is a predictor of future behavior Increases retention Decreases turnover and associated costs  *Increases the probability for a successful hire!

SHORT TERM DRAWBACKS OF BEHAVIORAL INTERVIEWING Major organizational learning  initiative Skill Development – a process    likened to playing golf Time Consuming Initial Sunk Costs *Long term benefit of organizational success outweigh above drawbacks

COMPONENTS OF BEHAVIORAL INTERVIEWING Skill/Competency Identification Definition Question Development

CLASSIFYING SKILLS/CORE COMPETENCIES Organizational/Global Functional/Group Job Technical Performance

ORGANIZATIONAL / GLOBAL COMPETENCIES All employees possess Developed by NS-LIJHS

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FUNCTIONAL COMPETENCIES Group in the organization that has unique     characteristics or a common thread Nursing Pharmacy Information Technology Finance

JOB COMPETENCIES Technical competencies Phlebotomy Preparing financial statements Preparing intravenous medications Interviewing skills Computer programming

"Performance competencies" Performance competencies Attention to detail Leadership Communication skills

JOB COMPETENCIES

JOB ANALYSIS 1)Technical and Performance skills are identified through a job analysis 2)A systematic evaluation of specific tasks and responsibilities required for a particular job 3)Performed by “job experts” 4)Varies in costs and complexity

SKILL DEFINITION Once technical and performance skills are identified they need to be defined. If not defined, subjectivity creeps in For example: Assertive Decisiveness

DEVELOPING INTERVIEW QUESTIONS Once identified and defined, the organizational and job competencies become the hiring criteria when conducting interviews

DEVELOPING INTERVIEW QUESTIONS

DEVELOPING INTERVIEW QUESTIONS Job related Open ended Behaviorally based Skill definition based

BEHAVIORAL INTERVIEW QUESTIONS ORGANIZATIONAL COMPETENCIES Identified competency:      -Teamwork Definition of competency: -Promote collaboration, partnership and trust -Involve others and consistently communicate among ourselves -Break down the barriers -Help and assist each other

INTERVIEW QUESTIONS FOR ORGANIZATIONAL COMPETENCIES Interview questions: 1)Tell me about a time when    you had to deal with a team member who was not cooperative. How did you handle the situation?

INTERVIEW QUESTIONS FOR ORGANIZATIONAL COMPETENCIES

INTERVIEW QUESTIONS FOR ORGANIZATIONAL COMPETENCIES

INTERVIEW PROCESS Core Competency of Managers Poor Hiring is Costly $$$ Good Hiring Increases Share Holder Value First Impressions/Gut Feelings Do Not Predict Behavior Behavioral Interviewing Increases the Probability of a Good Hire *  PAST BEHAVIOR IS THE BEST PREDICTOR OF FUTURE BEHAVIOR

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