HOW TO RECRUIT TOP TALENT - Becker's ASC Review · HOW TO RECRUIT TOP TALENT RECRUITING IMPACT...

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HOW TO RECRUIT HOW TO RECRUIT TOP TALENTTOP TALENT

RECRUITINGRECRUITINGIMPACT PLAYERSIMPACT PLAYERS

Greg Zoch, PartnerGreg Zoch, PartnerKaye/Bassman International Corp.Kaye/Bassman International Corp.

OVERVIEWOVERVIEW

Impact PlayersImpact PlayersBehavioralBehavioral--Based Interviewing Based Interviewing Four Social StylesFour Social StylesCandidate MotivationCandidate Motivation

IMPACT PLAYERSIMPACT PLAYERS

The 20% of employees who are responsible The 20% of employees who are responsible for 80% of the impact on a businessfor 80% of the impact on a businessThey are differentThey are differentThey are not They are not ““applicantsapplicants””They are not desperateThey are not desperateThey are rare (demographics)They are rare (demographics)They must be treated differentlyThey must be treated differently

IMPACT PLAYERSIMPACT PLAYERS

YouYou’’rere actually actually ““applyingapplying”” for Top Talentfor Top Talent““RecruitedRecruited”” candidates should be treated candidates should be treated differentlydifferentlyImpact Players have optionsImpact Players have options

Past behaviors and performance Past behaviors and performance

are an accurate indicator of are an accurate indicator of

future behaviors and performancefuture behaviors and performance

BEHAVIORALBEHAVIORAL--BASED BASED INTERVIEWINGINTERVIEWING

45% predictive of job success45% predictive of job successEnables you to get the best out of each interviewEnables you to get the best out of each interviewHelps you determine occupational competencies Helps you determine occupational competencies and personality traitsand personality traitsRemoves guesswork and assumptionsRemoves guesswork and assumptions

““BLINKBLINK”” EFFECTEFFECT

Caution: Caution: We are naturally prone to make snap We are naturally prone to make snap judgments without justifiable reasoning. judgments without justifiable reasoning.

Snap decisions about a person based upon Snap decisions about a person based upon positive or negative perceptions creates an positive or negative perceptions creates an often incorrect bias (first date, first interview).often incorrect bias (first date, first interview).

EXAMPLES OF BEHAVIORAL EXAMPLES OF BEHAVIORAL TRAITS OF IMPACT PLAYERSTRAITS OF IMPACT PLAYERS

IntelligenceIntelligence

r IntelligenceIntelligencePersistence/Resilience Persistence/Resilience

r IntelligenceIntelligencePersistence/Resilience Persistence/Resilience Organizational SkillsOrganizational Skills

r IntelligenceIntelligencePersistence/Resilience Persistence/Resilience Organizational SkillsOrganizational SkillsEgo Drive/PassionEgo Drive/Passion

r IntelligenceIntelligencePersistence/Resilience Persistence/Resilience Organizational SkillsOrganizational SkillsEgo Drive/PassionEgo Drive/PassionDecision Maker/Problem Decision Maker/Problem SolverSolver

High EnergyHigh Energy

High EnergyHigh EnergyCompetitivenessCompetitiveness

High EnergyHigh EnergyCompetitivenessCompetitivenessGoal OrientedGoal Oriented

High EnergyHigh EnergyCompetitivenessCompetitivenessGoal OrientedGoal OrientedEmpatheticEmpathetic

High EnergyHigh EnergyCompetitivenessCompetitivenessGoal OrientedGoal OrientedEmpatheticEmpatheticSwitchSwitch--TaskingTasking

BEHAVIORALBEHAVIORAL--BASED BASED QUESTIONSQUESTIONS

Questions typically start in one of three ways:Questions typically start in one of three ways:

1.1. Tell me about a timeTell me about a time……2.2. Describe for me an event/project whenDescribe for me an event/project when……3.3. Walk me through the last time youWalk me through the last time you……

BEHAVIORALBEHAVIORAL--BASED BASED QUESTIONSQUESTIONS

Example: Example: ““Tell me about a time you had a Tell me about a time you had a conflict between a physician and clinical staff.conflict between a physician and clinical staff.””

When was it?When was it?What happened (What did you do)?What happened (What did you do)?What was the outcome?What was the outcome?

UNDERSTANDING UNDERSTANDING PERSONALITY STYLESPERSONALITY STYLES

Understand your own Social StyleUnderstand your own Social StyleLearn to identify the Social Styles of candidatesLearn to identify the Social Styles of candidatesAdapt your Social Style to Adapt your Social Style to ““fitfit”” the style of the candidatethe style of the candidate

From From The Platinum RuleThe Platinum Rulebyby Dr. Tony AlessandraDr. Tony Alessandra

THE FOUR SOCIAL STYLESTHE FOUR SOCIAL STYLESTASK ORIENTED

PEOPLE ORIENTED

ASKERS TELLERS

Thinkers Directors

Relaters Socializers

PEOPLE ORIENTED

ASKERS TELLERS

ThinkersThinkers Directors

CHARACTERISTICS OF CHARACTERISTICS OF THINKERSTHINKERS

Positives:Positives:

IndustriousIndustriousPersistentPersistentSeriousSeriousExacting/DemandingExacting/DemandingOrderlyOrderly

NegativesNegatives::CriticalCriticalIndecisiveIndecisiveStuffy/AloofStuffy/AloofPickyPickyMoralisticMoralistic

PEOPLE ORIENTED

ASKERS TELLERS

Thinkers DirectorsDirectors

CHARACTERISTICS OF CHARACTERISTICS OF DIRECTORS DIRECTORS

Strong WilledStrong WilledIndependentIndependentPracticalPracticalDecisiveDecisiveEfficientEfficient

Negatives:Negatives:

PushyPushySevere/ToughSevere/ToughDominatingDominatingDemandingDemandingRelentlessRelentless

PEOPLE ORIENTED

ASKERS TELLERS

Thinkers Directors

Relaters SocializersSocializers

CHARACTERISTICS OF CHARACTERISTICS OF SOCIALIZERSSOCIALIZERS

TalkativeTalkativeStimulatingStimulatingEnthusiasticEnthusiasticFriendlyFriendlyLikeableLikeable

DramaticDramaticExcitableExcitableUndisciplinedUndisciplinedReactiveReactiveEgoEgo--centriccentric

PEOPLE ORIENTED

ASKERS TELLERS

Thinkers Directors

RelatersRelaters Socializers

CHARACTERISTICS OF CHARACTERISTICS OF RELATERSRELATERS

SupportiveSupportiveRespectfulRespectfulWillingWillingDependableDependableLoyalLoyalAgreeableAgreeable

Conflict AverseConflict AversePerceived As Perceived As ““WeakWeak””Passive AggressivePassive AggressiveOverOver--FriendlyFriendlyCasualCasualTake Things PersonallyTake Things Personally

PEOPLE ORIENTED

ASKERS TELLERS

Thinkers Directors

The bottom line:The bottom line:

Your communication is only as good as your Your communication is only as good as your understanding of the person you're understanding of the person you're communicating with.communicating with.

THE FOUR SOCIAL STYLESTHE FOUR SOCIAL STYLES

Your communication is only as good as your Your communication is only as good as your understanding of the person you're understanding of the person you're communicating with.communicating with.You cannot influence what you do not You cannot influence what you do not understand.understand.

Your communication is only as good as your Your communication is only as good as your understanding of the person you're understanding of the person you're communicating with.communicating with.You cannot influence what you do not You cannot influence what you do not understand.understand.You want to communicate effectively with You want to communicate effectively with and influence Top Talent!and influence Top Talent!

Six Primary Motivators for Six Primary Motivators for Career ChangeCareer Change

ChallengeChallenge

LocationLocation

AdvancementAdvancement

MoneyMoney

PeoplePeople

SecuritySecurity

COVERING ALL THE BASESCOVERING ALL THE BASES

MotivatorsMotivators

ReferencesReferences

Interviews Interviews (Where else? Status?)(Where else? Status?)

Compensation Compensation

Obstacles Obstacles (Is there anything that would stop you(Is there anything that would stop you……))

Significant OtherSignificant Other

TimingTiming

SUMMARY SUMMARY

Impact Players are different Impact Players are different Utilize behavioralUtilize behavioral--based interviewingbased interviewingQualify answers (Dig deeper)Qualify answers (Dig deeper)Recognize social styles (Recognize social styles (……and adapt)and adapt)Cover all the bases Cover all the bases

Thank You!Thank You!

Questions?Questions?

Greg Zoch may be reached atGreg Zoch may be reached at

(972) 931(972) 931--5242 x52905242 x5290

gregz@kbic.comgregz@kbic.com

HOW TO RECRUIT TOP TALENT - Becker's ASC Review · HOW TO RECRUIT TOP TALENT RECRUITING IMPACT...

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