Hiring Strategies Instructor Guide
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TABLE OF CONTENTS Preface ..............................................................................................................................................6 What is Courseware? ................................................................................................................................ 6 How Do I Customize My Course? .............................................................................................................. 6 Materials Required ................................................................................................................................... 8 Maximizing Your Training Power .............................................................................................................. 8 Module One: Getting Started ........................................................................................................... 10 Housekeeping Items................................................................................................................................ 10 The Parking Lot ....................................................................................................................................... 11 Workshop Objectives .............................................................................................................................. 11 Pre-Assignment ....................................................................................................................................... 12 Module Two: Defining and Knowing the Position .............................................................................. 13 Know the Position ................................................................................................................................... 13 Needs Analysis ........................................................................................................................................ 14 Job Analysis ............................................................................................................................................. 15 Task Analysis ........................................................................................................................................... 16 Case Study............................................................................................................................................... 17 Module Two: Review Questions.............................................................................................................. 19 Module Three: Hiring Strategy.......................................................................................................... 22 Company Information ............................................................................................................................. 22 Salary Range ........................................................................................................................................... 23 Top Performers ....................................................................................................................................... 24 Be Prepared ............................................................................................................................................ 25 Case Study............................................................................................................................................... 26 1
Module Three: Review Questions ........................................................................................................... 28 Module Four: Lure in Great Candidates............................................................................................. 32 Advertise Where Candidates Visit .......................................................................................................... 32 Develop Corporate Citizenship ................................................................................................................ 33 Treat Your Candidates Well .................................................................................................................... 34 Look at the Competition ......................................................................................................................... 35 Case Study............................................................................................................................................... 36 Module Four: Review Questions ............................................................................................................. 37 Module Five: Filtering Applicants to Interview .................................................................................. 40 Put Lots of Weight on Cover Letters ....................................................................................................... 40 Grading Resumes .................................................................................................................................... 41 Internet Search ....................................................................................................................................... 42 Initial Phone Interview ............................................................................................................................ 43 Case Study............................................................................................................................................... 44 Module Five: Review Questions .............................................................................................................. 46 Module Six: The Interview (I)............................................................................................................ 49 Introduce Everyone ................................................................................................................................. 49 Use a Panel ............................................................................................................................................. 50 Match the Interview to the Job ............................................................................................................... 51 Types of Questions .................................................................................................................................. 52 Case Study............................................................................................................................................... 53 Module Six: Review Questions ................................................................................................................ 55 Module Seven: The Interview (II) ...................................................................................................... 58 Tell Me About My Company ................................................................................................................... 58 Distractions ............................................................................................................................................. 59 Interview More Than Once ..................................................................................................................... 60 2
Wrap Up.................................................................................................................................................. 61 Case Study............................................................................................................................................... 62 Module Seven: Review Questions ........................................................................................................... 63 Module Eight: Selection Process (I) ................................................................................................... 66 Testing .................................................................................................................................................... 66 Look for Passion and Enthusiasm ........................................................................................................... 67 Background Checks ................................................................................................................................. 68 Trust Your Instincts ................................................................................................................................. 69 Case Study............................................................................................................................................... 70 Module Eight: Review Questions ............................................................................................................ 71 Module Nine: Selection Process (II) .................................................................................................. 74 Education Level vs. Experience ............................................................................................................... 74 Have a Consensus ................................................................................................................................... 75 Keep Non-Hires on File ............................................................................................................................ 76 Checking References ............................................................................................................................... 77 Case Study............................................................................................................................................... 78 Module Nine: Review Questions ............................................................................................................. 79 Module Ten: Making an Offer........................................................................................................... 82 Do it Quickly ............................................................................................................................................ 82 Employment Details ................................................................................................................................ 83 Notify Rejected Candidates..................................................................................................................... 84 Be Creative .............................................................................................................................................. 85 Case Study............................................................................................................................................... 86 Module Ten: Review Questions .............................................................................................................. 88 Module Eleven: Onboarding ............................................................................................................. 91 Training and Orientation ........................................................................................................................ 91 3
Mentoring ............................................................................................................................................... 92 30-60-90 Day Reviews ............................................................................................................................ 93 Make Them Feel Welcome ..................................................................................................................... 94 Case Study............................................................................................................................................... 95 Module Eleven: Review Questions .......................................................................................................... 97 Module Twelve: Wrapping Up ........................................................................................................ 100 Words from the Wise ............................................................................................................................ 100 Review of Parking Lot ........................................................................................................................... 100 Lessons Learned .................................................................................................................................... 100 Completion of Action Plans and Evaluations ........................................................................................ 101
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A group of people get together and exist as an institution we call a company so they are able to accomplish something collectively that they could not accomplish separately. David Packard Preface What is Courseware? Welcome to Courseware.com, a completely new training experience! Our courseware packages offer you top-quality training materials that are customizable, user-friendly, educational, and fun. We provide your materials, materials for the student, PowerPoint slides, and a takehome reference sheet for the student. You simply need to prepare and train! Best of all, our courseware packages are created in Microsoft Office and can be opened using any version of Word and PowerPoint. (Most other word processing and presentation programs support these formats, too.) This means that you can customize the content, add your logo, change the color scheme, and easily print and e-mail training materials.
How Do I Customize My Course? Customizing your course is easy. To edit text, just click and type as you would with any document. This is particularly convenient if you want to add customized statistics for your region, special examples for your participants’ industry, or additional information. You can, of course, also use all of your word processor’s other features, including text formatting and editing tools (such as cutting and pasting). To remove modules, simply select the text and press Delete on your keyboard. Then, navigate to the Table of Contents, right-click, and click Update Field. You may see a dialog box; if so, click “Update entire table” and press OK.
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(You will also want to perform this step if you add modules or move them around.) If you want to change the way text looks, you can format any piece of text any way you want. However, to make it easy, we have used styles so that you can update all the text at once. If you are using Word 97 to 2003, start by clicking the Format menu followed by Styles and Formatting. In Word 2007 and 2010 under the Home tab, right-click on your chosen style and click Modify. That will then produce the Modify Style options window where you can set your preferred style options. For example, if we wanted to change our Heading 1 style, used for Module Titles, this is what we would do:
Now, we can change our formatting and it will apply to all the headings in the document. For more information on making Word work for you, please refer to Word 2007 or 2010 Essentials by Courseware.com.
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Materials Required All of our courses use flip chart paper and markers extensively. (If you prefer, you can use a whiteboard or chalkboard instead.) We recommend that each participant have a copy of the Training Manual, and that you review each module before training to ensure you have any special materials required. Worksheets and handouts are included within a separate activities folder and can be reproduced and used where indicated. If you would like to save paper, these worksheets are easily transferrable to a flip chart paper format, instead of having individual worksheets. We recommend these additional materials for all workshops:
Laptop with projector, for PowerPoint slides
Quick Reference Sheets for students to take home
Timer or watch (separate from your laptop)
Masking tape
Blank paper
Maximizing Your Training Power We have just one more thing for you before you get started. Our company is built for trainers, by trainers, so we thought we would share some of our tips with you, to help you create an engaging, unforgettable experience for your participants.
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Make it customized. By tailoring each course to your participants, you will find that your results will increase a thousand-fold. o
Use examples, case studies, and stories that are relevant to the group.
o
Identify whether your participants are strangers or whether they work together. Tailor your approach appropriately.
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Different people learn in different ways, so use different types of activities to balance it all out. (For example, some people learn by reading, while others learn by talking about it, while still others need a hands-on approach. For more information, we suggest Experiential Learning by David Kolb.)
Make it fun and interactive. Most people do not enjoy sitting and listening to someone else talk for hours at a time. Make use of the tips in this book and your own experience to keep your
participants engaged. Mix up the activities to include individual work, small group work, large group discussions, and mini-lectures. 
Make it relevant. Participants are much more receptive to learning if they understand why they are learning it and how they can apply it in their daily lives. Most importantly, they want to know how it will benefit them and make their lives easier. Take every opportunity to tie what you are teaching back to real life.
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Keep an open mind. Many trainers find that they learn something each time they teach a workshop. If you go into a training session with that attitude, you will find that there can be an amazing two-way flow of information between the trainer and trainees. Enjoy it, learn from it, and make the most of it in your workshops.
And now, time for the training!
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Time spent on hiring is time well spent. Robert Half Module One: Getting Started Even the most experienced managers and human resources personnel can still have difficulty finding and hiring the perfect candidate for an open position. It can be difficult to determine if they will be right for the job or work well with the rest of the team. By learning how to utilize the information we have to find the best candidates and reviewing not only the job requirements, but the candidate’s attributes, you can hire the best people for your company.
Housekeeping Items Take a few moments to cover basic housekeeping items.
If you need an opening or a way to introduce the participants to each other, utilize the Icebreakers folder to begin or between breaks during the day.
Let participants know where they can find washrooms, break facilities, and fire exits.
Ask participants to turn off their cell phones or at least turn them to vibrate. If they must take a call, request that they do it outside.
Take this time to encourage the group to ask questions and make this an interactive workshop.
Write the words Respect, Confidentiality, and Practice on a piece of flip chart paper and tape it to the wall. Explain to participants that in order to get the most out of this workshop, we must all work together, listen to each other, explore new ideas, and make mistakes. After all, that’s how we learn!
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The Parking Lot Explain the concept of The Parking Lot to participants.
The Parking Lot is a visible place where you will “park” ideas that arise which are not on the agenda, may be off topic, or are better addressed outside of the program.
At the end of the session, we will review parked ideas and follow up, or make suggestions for your own investigation when you are back at work.
Suggestions for the trainer: 1. If you are working with a large group of participants, you may wish to nominate a recorder to park items as you are facilitating. 2. It’s a good idea to note the name of the contributor along with the parked item. 3. Items noted on the parking lot can be useful to you later as you plan future training sessions.
Workshop Objectives Research has consistently demonstrated that when clear goals are associated with learning, it occurs more easily and rapidly. With that in mind, let’s review our goals for today. At the end of this workshop, participants should be able to:
Know how to present the current open position
Develop a workable hiring strategy
Know how to determine which candidates to interview
Steps and techniques to use in an interview
Welcome newly hired employees
Find potential candidates for the position
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Pre-Assignment Complete this worksheet before the class begins. Makes note of what you hope to learn or goals you want to address after the class.
1.) Have you ever been responsible for hiring someone? For what? ________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ 2.) What techniques or strategies did you use/would you use? ___________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ 3.) What characteristics make a great candidate for your company? _______________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________ 4.) What do you hope to learn from this course? ______________________________________ ____________________________________________________________________________ ____________________________________________________________________________ ____________________________________________________________________________
Any other thoughts: ______________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________ _______________________________________________________________________________
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If a job is worth doing, it is worth doing well. Proverb Module Two: Defining and Knowing the Position Before you can ever begin to hire a new employee, you have to know what you are hiring them for. You must first know what the position calls for and what type of person the job will need. During interviews, you will need to be able to define and describe to the potential employee so that they are not surprised or left in the dark. Being prepared yourself can help prepare the employee as well.
Know the Position When preparing to hire a new employee, your first step should be to know what position you intend to hire them for. After all, you can’t buy new tires if you don’t know the model of the car, or what size you’ll need! One way is to learn what type of person worked the position before it came open and learn what kind of performance they had. They can be the key to determining what kind of person you will need to find next. If the position is newly created, speak with department managers and draw from them the type of person will be needed. This research will help get a better idea of what the job entails and what skill sets will be needed, which can help you form a more accurate job description to share with potential candidates. Points to determine:
What does this position require?
What kind of skills will be needed?
How did the previous employee handle the position?
Have we ever had this position before?
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Estimated Time
10 minutes
Topic Objective
Knowing what is required in an open position Know the Position
Topic Summary
Review ways to research and learn what is required of a new position before finding a new hire for it.
Materials Required
01-Knowing My Position
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is it important to know the position you are hiring for?
Needs Analysis Hiring a new employee can be a great asset to the company – if they are needed. When you have a new position to fill, it is a good opportunity to review your company’s organizational needs and if there are any gaps or ‘overfilled’ areas. Determine if you will need the usual one person to fill the job, or maybe you will need multiple people to fill the roles. Are other areas affected by the change? If so, how? When looking at the position, and its surroundings, what kind of needs does this job fulfill for the organization? What key responsibilities need to be included when creating the job description for this position? You want a candidate that will help the organization succeed and thrive in the new opening. When you look at your current staffing, find out if your current staffing is meeting these needs and responsibilities, and if not, how can they be fulfilled? Review for any holes and what is specifically needed to fill them. Sometimes we might be able to fill the position by altering a role already established in the company, but if you can’t, you’ll need to proceed with creating a job description to post for outside job seekers.
Estimated Time
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10 minutes
Topic Objective
Determining the needs of an open position Needs Analysis
Topic Summary Review what needs are required of the position you are hiring for. Materials Required
02-My Needs Analysis
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is it important to know the needs required in an open position?
Job Analysis A job analysis is a process used by managers and recruiters to collect information about the job position, including the required duties, skills, and responsibilities. Many of these details are key aspects that can make up a job description. Start with the job title, since this is the ‘headliner’ for the job and can give the applicant an idea of what it may or may not include. Titles such as “Customer Service Representative” or “Business Accountant” can give hints as to what the job entails, while still leaving room open for additional job titles or duties. The important thing to remember is that a job analysis focuses on the job itself, not the person working, or soon to be working it. Often times we forget that we are collecting information about an opening in the company since we spend so much time conducting questionnaires and surveys from the people in the company. The job analysis is supposed to help the hiring personnel determine a position’s ‘readiness’ to be filled, and what exactly is needed to accomplish that. Common tasks of a job analysis:
Reviewing necessary job responsibility
Determining the required duties and tasks of the position
Researching similar job postings in and outside the company
Deciding how to market the position effectively
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Estimated Time
10 minutes
Topic Objective
Knowing what the job means and requires Job Analysis
Topic Summary
Review the responsibilities of the open position and how it affects the company.
Materials Required
03-My Job Analysis
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is it important to complete a job analysis before hiring a new employee?
Task Analysis After the job analysis is complete, many tasks and duties are defined and can further be analyzed for the perfect employee candidate. A task analysis is similar to a job analysis, but this process breaks down how a task is completed and what materials are necessary to do it. This can include basic task activities, such as processes and materials, and expand all the way to determining task length, difficulty, energy or other unique characteristics of the position. Once the task analysis is gathered, the information can be helpful during the development of personnel criteria and employee training. Most of the time, the best way to complete a task analysis is to work with the employee in that position and their surrounding peers to observe their actions and what procedures they follow. These people are the best way to obtain firsthand information on what is, or isn’t, performed on the job. However, if this person is not available, or the position has been created recently, then research with outside companies or agencies with similar positions can be a better resource.
Estimated Time
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10 minutes
Topic Objective
Knowing what tasks are required and defined. Task Analysis
Topic Summary
Review the different tasks required in a position and how they are performed through the job.
Materials Required
04-My Task Analysis
Planning Checklist
None
Recommended Activity
Complete the worksheet individually. Share your answers with the rest of the class.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is the task analysis important when reviewing open positions?
Case Study Brenda was preparing to hire a new accountant in the company’s business office. However, this position was under the business finance department, rather than the customer service finance department, so Brenda was unfamiliar with the job duties that entailed. She went to the department manager and asked them to explain the job to her. She took notes on the needed duties and procedures and what would be expected of the new employee. She verified that they only needed one more employee for the job, and that they could not split the responsibilities between current employees. When Brenda finished speaking with the manager, she had enough information to form a detailed job description that she could share with potential candidates and try to fill the position right away.
Estimated Time
5 minutes
Topic Objective
Outline the Defining and Knowing the Position case study. Case Study
Topic Summary
Discuss the need for knowing what the position is for and what it entails when hiring new employees.
Materials Required
None.
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Planning Checklist
None.
Recommended Activity
Discuss the results of the case study. Could Brenda have hired a great employee without analyzing the position?
Stories to Share
Share any relevant personal/professional story.
Delivery Tips
Encourage everyone to participate.
Review Questions
What was Brenda gathering information from the department manager?
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Module Two: Review Questions 1. A new person cannot be hired for a position unless what? a) b) c) d)
They pay an application fee The hiring manager knows the position The hiring manager conducts three interviews They have over fifteen references
Before a hiring manager can find someone to hire for an open position, they have to know the position they are hiring for, including job responsibilities, duties and skills needed. 2. Which of the following is a statement used to learn more about a position? a) b) c) d)
“What time will they go to lunch?” “How much vacation will they have?” “What kind of skills will be needed?” “What size desk will they need?”
When attempting to learn more about a position, one must ask questions regarding what kind of skills are needed or what kind of tasks will need to be performed in order to determine what kind of person will be needed to fill the position. 3. What is the purpose of performing a needs analysis? a) b) c) d)
Determine what a job position consists of Determine the amount of pay per employee Determine future employee needs Determine what kind of person to hire
A needs analysis looks into the company and determines if a position will need to be moved/altered/changed based on its growth and skill sets. 4. A needs analysis can help detect what? a) b) c) d)
An under-filled position A lack of office supplies An analysis of office furniture An over-qualified employee
A needs analysis is a tool used to look at a department or position and determine if the needs of the position are being met. Sometimes the manager find the job is overfilled and while other times it can be under-filled and need more help.
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5. What is the purpose of a job analysis? a) b) c) d)
Analyzing company spending Conducting a panel interview Determining the proper dress code Collecting demographics about a position
A job analysis is a process that collects different aspects about a particular job, such as the skills needs, the duration or difficulty level. To perform this analysis, information about the job must be collected and examined. 6. Which of the following is one process of a job analysis? a) b) c) d)
Researching similar jobs Creating new job descriptions Determining what kind of supplies to buy Finding out what the competition is paying their employees
Although a job can be analyzed from the inside and researched individually, it is also a good idea to research similar jobs inside or outside the company to compare how the position is handled and managed. 7. What is one step of a task analysis? a) b) c) d)
Determining the most accurate salary range Determining individual task difficulty Determining the number of employee needed in a job Determining if the position will have growth
A task analysis reviews the individual tasks of a job, including the duration of tasks, the difficulty level and what skills are needed to complete them. 8. Task analysis can help create what for the company? a) b) c) d)
Employee retreats Job descriptions Training programs Interview protocols
Tasks analyses are used to determine how to compete individual tasks and how employees can complete them. Performing task analyses are a great tool for creating training programs that instruct employees how to perform the task and job.
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9. What position was Brenda preparing to hire a new employee for? a) b) c) d)
Sales clerk Accountant Customer service Telephone clerk
Brenda was preparing to hire a new accountant for a position that had come open. 10. What information did Brenda gather from the manager about the open position? a) b) c) d)
The paying salary The amount of vacation time given The new starting date for the employee The included job duties
Since Brenda did not know much about the new position, she went to the department manager and asked questions about it, such as the job duties, responsibilities, and daily tasks.
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You need to have a collaborative hiring process. Steve Jobs Module Three: Hiring Strategy Developing a hiring ‘strategy’ may seem a little extreme, but it is actually a helpful tool when preparing to hire a new employee. When an opening comes available that you will need to fill, there are often several steps to take and follow in order to obtain the best workers. Many companies develop a standard hiring strategy for their open positions, but it is always a good idea to adapt your strategy to your company and its business needs.
Company Information You cannot hire an employee to join your team if you don’t know anything about your own company. You know that having an adequate staff can make the difference in how your company performs and can affect its growth. So when you are preparing to search for ways to fill an open position, take a minute to analyze how your company has changed, and is changing. Based on the company’s history, predict any changes or growth surges ahead of time, which can help you determine what kind of staffing needs you will have. Will you need more than one person for now? Maybe you only need someone short term? Knowing this information before beginning the candidate search can reduce the amount of stress and headaches you’ll have later. Analyze:
Will the company grow more in the future?
Will I need to downsize this position/department in the future?
Do I need one person to handle this position? More than one?
How will this position work out in 6 months? A year?
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Estimated Time
10 minutes
Topic Objective
Reviewing the importance of knowing how your company operates. Company Information
Topic Summary
Review the need to know how your company operates and how it can affect hiring for open positions.
Materials Required
05-My Company
Planning Checklist
None
Recommended Activity
Complete the handout individually. Share your answers with the rest of the class.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Ask for volunteers to share their answers.
Review Questions
How do company trends affect open positions?
Salary Range Money is a large driving force behind job descriptions and finding new employees. While many candidates may love the job they are coming into, the pay and salary will usually be a major deciding factor. As a hiring manager or recruiter, it is important to know the salary range the position offers and what kind of compensation the new employee will be worthy of. Many companies offer higher starting salaries for employees with more skills or with cross-training abilities, which can help draw in qualified candidates. Research the history of the position and the department it is in to view what kind of salary range has been issued for previous employees. Is this range suitable for the next employee? Will it need to be increased or decreased? Look into similar positions offered at different companies to see if they offer a similar range or if they differ, and why. The point is not to ‘beat their price’, but you want to ensure your company is fair and staying competitive with other businesses.
Estimated Time
10 minutes
Topic Objective
Recognizing the importance of salary on a position.
Topic Summary
Salary Range
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Discuss how salary can affect an open position and if it can determine a person’s choice on the job. Materials Required
Flipchart/Dry erase board, markers
Planning Checklist
None
Recommended Activity
Discuss the various types of salaries available today (per diem, weekly, steady, set pay, etc.) Ask the class if a certain type of salary were offered for a job, would they accept it? Why or why not? Write the answers on the flipchart/dry erase board. Discuss how salary can be an important factor when trying to hire new people and how a hiring manager help counteract it.
Stories to Share
Share any relevant personal experiences.
Delivery Tips
Encourage everyone to participate.
Review Questions
How can salary affect a job opening?
Top Performers Every company has top performers that often out-shine the rest of the team. These employees often show great initiative and strong work ethic, which would make them an asset to almost any company. Top performers are generally hard workers with great qualities, such as being on time, finishing work on time, and even helping other employees with their work. Observe your employees and designate which of them are considered your top performers. Then determine what makes your top performers so great and why it works for the company. What skills do they possess? What actions do they normally make? What qualities do they have as a top performer? When hiring for an open position, try to pull in candidates that can mimic and adopt these characteristics once they join the organization. Base your strategy on the goal of hiring new employees that can come into work and learn to adopt some of these better qualities and become one of your top performers.
Estimated Time
10 minutes
Topic Objective
Recognizing characteristics of a top performer. Top Performers
Topic Summary
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Discuss what makes a top performer and how they can affect the company and inspire new recruits.
Materials Required
Flipchart/Dry erase board, marker
Planning Checklist
None.
Recommended Activity
Ask the class what they believe can make an employee top performer. What characteristics do they need to have? What can make them that way? Write the answers on the flipchart/dry erase board. Discuss how top performers can become a /model/ to hiring managers and make them want to hire more employees like them.
Stories to Share
Share any relevant personal experiences.
Delivery Tips
Encourage everyone to participate.
Review Questions
How can top performers affect the hiring process of a new employee?
Be Prepared Productivity can be affected when a position is open, leaving more work for other employees to take on along with their regular duties. While we can’t always predict when a spot will open, we can prepare ourselves for when it does happen. If you try to fill the spot in a hurry, you may not find the best person for the job and will more than likely have to repeat the process if the employee doesn’t work out. While every company should develop a standard hiring strategy, an emergency hiring strategy is always recommended as well. An emergency hiring plan consists of steps and processes to follow when a position needs to be filled in a hurry, but can still assure that the right person is hired. Partner with other managers and gather information about their positions and what kind of person they would need to fill them. Work together to build a process that can help streamline the hiring process and find qualified candidates - even in a pinch. Tips for developing emergency hiring strategy
Know the aspects of the job before looking for candidates
Team with managers to examine potential new hires
Build strategies for using current employees temporarily (cross training, job sharing, etc.)
Consider partnering with staffing or recruitment agencies
Estimated Time
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10 minutes
Topic Objective
Realizing the importance of being prepared for staffing issues Be Prepared
Topic Summary
Discuss how staffing issues, such as shortages, can occur and how we can be prepared for them.
Materials Required
06-Being Prepared
Planning Checklist
None
Recommended Activity
Complete the handout individually. Share your answers with the rest of the class.
Stories to Share
Share any personal relevant stories.
Delivery Tips
Encourage everyone to participate.
Review Questions
Why is it important to be prepared for sudden staffing problems?
Case Study Adam was having a hard time hiring a new employee to work at the front desk of his law firm. The few people he recently hired did not work out, and it left him refilling the spot over and over again. He decided it was time it build a better hiring strategy and hopefully find a better candidate the first time. First, he reviewed all of the aspects of the position and what role it played in the company. Adam reviewed the salary he previously offered and compared it to similar jobs in the company. He found out it was not as high as some of the other departments, which had longer and happier employees, and made a note to adjust it before his next batch of interviews. Finally, Adam made a list of emergency resources he could use if the position suddenly came open again, such as borrowing employees from other areas or looking into a staffing agency for temporary workers.
Estimated Time
5 minutes
Topic Objective
Outline the Hiring Strategy case study. Case Study
Topic Summary Discuss the steps and processes to develop an effective hiring strategy. Materials Required
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None.
Planning Checklist
None.
Recommended Activity
Discuss the results of the case study. Why do you think Adam was not having success with the employees he hired?
Stories to Share
Share any relevant personal/professional story.
Delivery Tips
Encourage everyone to participate.
Review Questions
How did Adam know he did not have a good hiring strategy?
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Module Three: Review Questions 1. It is important to consider what when hiring new people? a) b) c) d)
How your hair looks Previous company changes How many employees are on vacation The size of the department cubicles
When hiring new employees, the hiring manager should consider how the position and company have changed over time and the likeliness that they will change again. This is important for predicting job stability. 2. Company surges and shortages can predict what? a) b) c) d)
The menu in the cafeteria The amount of time off for each employee The company employment needs The assignment of parking spaces
As companies go through surges and shortages of employees and productivity over the years, individual job positions may change, including job titles and responsibilities. 3. Why is it important to have a competitive salary range? a) b) c) d)
It makes the company look good It is easier to maintain over time It can affect a candidate’s choice in employment It can make the company look cheap
Salary range can play a big role in a candidate’s choice of places to work. Even if the candidate loves the job, if your company doesn’t have a competitive salary range, the candidate may choose to go somewhere else. 4. When researching the open position, it is important to know what about salary? a) b) c) d)
If it will increase or decrease in the future If the competition will find out your current range If the price of the US dollar will increase If the manager’s salary will change
Salary is an important aspect of any job, so when hiring a new person for it, it is important to know if the salary will need to increase, or even decrease, in the near future.
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5. What is a characteristic of a top performer? a) b) c) d)
They come to work even if they are sick They take a lot of vacation time They are liked by everyone They have a good work ethic
Top performers in a company are employees that have proven they can work hard, increase productivity and excel at their work. Some of their many characteristics include having a good work ethic and staying focused on their duties. 6. Hiring managers hope to hire employee that will do what? a) b) c) d)
Mimic top performers Assist the top performers Commit to stay for several years Do what they are told
When hiring new employees, managers hope to hire employees that will be able to adapt the characteristics and habits of the company’s top performers and become one of the company’s top performer themselves. 7. One thing that should be included in an emergency hiring strategy is what? a) b) c) d)
A list of back-up employees Information for a staffing agency Information for the unemployment office A notice regarding over-time pay
Emergency hiring strategies are designed to quickly find qualified candidates for sudden staffing shortages and job openings. Information to local staffing agencies or recruiting offices can be a helpful tool when trying to find these employees. 8. Why is it important to have an emergency hiring strategy? a) b) c) d)
To finish hiring someone in a hurry In case too many employees go on vacation at once In case of short staffing To add to the emergency exit plan
An emergency hiring strategy is a system that helps the company find qualified candidates for an open position, and in a hurry! Short staffing can occur suddenly and managers will need help finding new employees right away.
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9. What type of company does Adam work for? a) b) c) d)
A sales agency A law firm A hospital A bank
Adam was looking for a new front desk person to work in his law firm company. 10. What did Adam discover about the salary of open position in his department? a) b) c) d)
It was higher than other departments It was in the same range as the other departments It did not include any bonus offers It was lower than other departments
When Adam reviewed the salary range for the position he was hiring for, he realized it was lower than the salaries for similar jobs in the other departments, which may be a factor as to why employees in these departments stay longer and are happier.
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