Brining in the Best: Modern Employment Strategies - HRMATT

Bringing in the Best: Modern Employment Strategies

Ramchand Rampersad (PhD, MBA, BPS)HRMATT’s 9th Biennial ConferenceHilton Trinidad & Conference CenterDate: May 13, 2013

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Rate Yourself

HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

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Introvert ExtravertIntroversionOrientated towards their own inner world of thoughts, perceptions and experiences. Not requiring much social contact and external stimulation

ExtraversionOrientated to the outer

world of people, events and external activities. Needing social contact and external

stimulation

Percentages Under A Normal Curve


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34% 34%

14% 14%

2% 2%

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Critical Question

Why one individual or group of individuals may function well in a given area of interest and

other individuals or groups may be less able or successful?


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Every man is in certain respects like all other men, like some other men and no other men

…kluckhohn and Murray (1953)


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Effective Recruitment must seek to measure

Individual Differences to be compared against an

Ideal Profile


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Predicting Job Performance


Specific Tasks

Abilities

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Abilities

ArithmeticVerbalMechanicalSpatial Clerical SellingContact CenterAbstract

Other Technical Abilities specific to the job


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The Hierachical Organization of Personality Traits


Personality

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Maximum Performance Vs Typical PerformanceTypical performance is how an employee performs on a regular basis, while maximum performance is how one performs when exerting as much effort as possible.

Some conditions that tend to foster maximum performance include work, manager evaluations, and job knowledge tests.

The results from these situations are the ones that are most accessible to supervisors; however, they are usually not reflected in an employee’s typical, or day-to-day, performance.

Workers usually exhibit maximum performance when they are being observed.


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Maximum-performance questions are selected based on target-related factors. Questions here are based on right-wrong difference. Speed and Accuracy are important

Typical-performance questions are selected based on personality, mood, attitude, temperament. Questions here are based on identifying differences in selected factors.

Typical performance has been linked to personality, and maximum performance has been linked to intelligence

Tests of maximum performance are timed, tests of typical performance are not timed


Maximum Performance Vs Typical Performance

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Motivation and IntelligenceAll tasks require some form of ability and motivationThe difference between typical and maximum performance is determined by a combination of these two factors.Maximum performance is primarily determined by the intelligence of an individual. Since maximum performance occurs when the individual is highly motivated to perform well, the impact of intelligence is higher under these conditions. Everyone under this condition would be exerting the maximum amount, so the difference between individuals lies in their ability. In typical performance, both intelligence and motivation are thought to influence the quality of an employee’s job performance. However, motivation is believed to be the more influential factor in this situation.


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The Recruitment Process


Short-List Candidates

Candidate Generation

Job Analysis & Specification

Testing & Evaluation

Behavioural Interview

Job Offer

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Bad RecruitmentCOST80% of employee turnover is due to bad hiring decisionsA poor hiring decision for a candidate earning $100,000 per year could cost, on average, $250,000 (250%)

REASONSUnclear performance objectivesPoor skills matchPoor personality MatchCultural misfit

CONSEQUENCESLower employee morale Customer dissatisfaction: lost customers, lost sales, Reduced quality of products and low production


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Stage 1: Analysis of positions and Requirements

Job analysis aims to answer questions such as:Why does the job exist?What physical and mental activities does the worker undertake?When is the job to be performed?Where is the job to be performed?How does the worker do the job?What qualifications are needed to perform the job?What are the working conditions (such as levels of temperature, noise, offensive fumes, light)What machinery or equipment is used in the job?What constitutes successful performance?


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Job Analysis Output

KSAOsKnowledge: A collection of discrete but related facts and information about a particular domain...acquired through formal education or training, or accumulated through specific experiences

Skill (Training & Experience): A practiced act

Ability: The stable capacity to engage in a specific behavior

Other characteristics: Personality variables, interests


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Stage 2: Candidate Generation

Tap Your Employee Networks in Recruiting CandidatesTake Advantage of Your Industry Contacts, Association Memberships and Trade Groups for Recruiting CandidatesUse Your Web Site for Recruiting CandidatesMaintain Frequent Contact With Interested CandidatesBecome an Employer of Choice for Recruiting CandidatesRecruit Using the InternetUse Headhunters and RecruitersFind out everything you can about the top 10% of your talent pool Publicity


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Stage 3: Short-listing

Educational qualifications - This can be college education and/or university education

Professional qualifications - Only relevant for some roles and can include on the job training

Professional experience - How many years of relevant experience does the candidate have

Evidence of competencies - Is there any evidence from the CV that the applicant has some or all of the competencies you are looking for


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Stage 4: Pre -ScreeningCollecting additional applicant job information and clarifying applicants interests in the position to be presented at the first panel search committee meeting.Maximizing panel discussions of applicants backgrounds and qualifications, making this dialogue more meaningful to the panel in the selection and consideration process.Moving quickly into scheduling interviews with identified selected applicants. Saving valuable time for your recruitment search and for the volunteer panel members.Increasing your opportunity to hire the best applicant in your recruitment pool. Make sure that the candidate is aware of details like salary and benefits packages


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Stage 5: Testing and EvaluationBiographical DataCognitive Ability TestsIntegrity TestsPersonality TestsJob Knowledge TestsWork Samples and SimulationsPhysical Ability TestsInterviewsAssessment Centers


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Traditional Vs Behavioral InterviewTraditional Interview typically have straight forward answers like:

What are your strengths and weaknesses?What major challenges and problems did you face? How did you handle them?" Describe a typical work week.

Behavioral based interviewing Based on discovering how the interviewee acted in specific employment-related situations. The logic is that how you behaved in the past will predict how you will behave in the future i.e. past performance predicts future performance


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Stage 6: Behavioural Based InterviewBehavioural Interview Sample Questions

Give an example of an occasion when you used logic to solve a problem. Give an example of a goal you reached and tell me how you achieved it. Describe a decision you made that was unpopular and how you handled implementing it. Have you gone above and beyond the call of duty? If so, how? What do you do when your schedule is interrupted? Give an example of how you handle it. Have you had to convince a team to work on a project they weren't thrilled about? How did you do it? Have you handled a difficult situation with a co-worker? How? Tell me about how you worked effectively under pressure.


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Interview Problems

Early Impressions gained within first 5 minutes

Early Negative Information difficult to shift

Self delusion of interviewers high interviewing skills

Halo-Effect of persons with similar personalities

Stereotypes – Sex, race, social group, culture, religion

Limited Capacity – Human assessor can only manipulate a limited amount of info at a time


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Stage 7: Reference CheckingRelationship with the candidate Leadership skills Ability to work with leadershipWhy did he/she leave the position? (if relevant) Dealing with stressful situations Handling difficult peopleImplementer or Initiator Independence of candidate TactfulnessKey accomplishments Areas of development Type of guidance requiredWould you want to work with this individual again?


25HRMATT’s 9th Biennial Conference – May 13th & 14th, 2013

Assessment Method Predictive Validity

Assessment Centers (multiple methods)

.65

Behavioral Interviews .4 – .6

Work-sample Tests .54

Ability Tests .53Modern Personality Tests .39

Biographical data .38

References .23Traditional Interviews .05 – .19

Source: British Psychological Society/Accord Group

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Stage 8: Job OfferUnderstand your candidate’s root motivationsCandidate’s long term professional developmentBasic logistics: Location, job title, base salaryKnow the hiring managers and the work environmentDiscuss the future – the position in five years?Business prospects – benefits to the candidate?Have your financial figures of all benefits ready to give themDiscuss why the position is open in the first placeDon’t violate trustLock down dates


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Summary - Six Tips for Better Hires1. Know what you want. Don’t recycle past job

2. Look for the intangibles. Don’t limit skill set

3. Make a personal connection. Have conversations with applicants

4. Use all your resources. hiring should never be a solo effort

5. Woo your top choices. Sell the benefits of working with your firm

6. Hiring the Right Candidate Takes Time


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Questions & AnswersSpeaker’s Contact Info


Phone : 1-868-686-8262; 1-868-638-8786

E-mail: [email protected]

mailto:[email protected]

Date post:	03-Nov-2014
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