2011 marks anew for all industries alike. The Staffing Industry is not immune to change, nor should it pretend to be. Since 2009 a lot has changed, and the Staffing Industry is becoming a whole new animal. From Margaret attending the Staffing Industry Executive Forum in Miami, we've accumulated some valuable information for anyone and everyone involved with the Staffing Industry.
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Global employment is changing rapidly. Within the last 20 years, we've witnessed highs and lows that have redefined the way talent is acquired, assessed, and implemented into the various business environments of the modern world. This change has been a result of global events, government regulations, and a changing economic climate that has demanded efficiency. Not only is this change revolutionizing the recruitment and hiring process, but is benefiting both recruiters and growing companies alike.
By: John Kurzatkowski.
As the business-news media competes for our attention by flashing information on the impending talent shortage, some of us listen with a keen ear while others turn to more urgent, pressing issues. After 22+ years in the human resources business, I don’t need the media to tell me there is going to be a problem; I already feel it in my bones, similar to how my grandfather used to know it was going to rain by his knees aching. When your business is the business of finding talent you are the first to feel ANY inkling of change in the marketplace. Although I may feel like I run a best-in-class business, and I may have evidence that I know how to skin the cat better than the competitor, KeenHire is all the more faced with the challenge of locating new talent for myself and my clients in a diminishing talent pool marketplace.
Continue reading "Choosing To Win During A War For Talent" »
Performance Based Hiring Model Certification Training Agenda 11.11.10-11.13.10
THURSDAY AFTERNOON – Margaret Graziano
1:00-1:40 Montage, KeenHire Story, Charter
1:40-2:10 Business Case
2:10-3:15 KeenHire Business Model Presentation
3:15-4:30 Conscious Hiring Presentation
4:30-5:00 Download 26step Conscious Hiring Process
5:00-6:00 Keen Case Studies (Duncan, Discovery, Clark, Les Mills)
6:00 Social
7:00 Dinner – Thea, San Jose
FRIDAY MORNING – Margaret Graziano
8:00-9:30 Benchmarking/Role Analysis Overview
9:45-10:45 KPI Role Play
10:45-11:15 Task Analysis
11:15-11:45 Cluster Tasks
11:45-12:30 Selection Criteria (working lunch)
FRIDAY AFTERNOON - Dr. Stephanie Marberry
1:00-2:15 Assessments & Behavioral Interviews - Why are they keys to hiring success?
2:30-4:00 Assessment Presentation
4:00-6:00 Introduction to Behavioral Interviewing Presentation and Software
6:00 Social
7:00 Dinner – Maggianos, San Jose
SATURDAY MORNING – Dr. Stephanie Marberry
8:00-9:30 Behavioral Movies
9:30-10:00 Matrix Ranking
10:00-10:30 Pick Questions & Overview of Keentip and scoring (recruiter)
10:30-11:00 Mock Interview Role Play I
11:00-11:30 Mock Interview Role Play II
11:30-12:00 Rapid Recall
MANUALS & RESOURCE MATERIAL
SUPPORTING DOCUMENTS
Poaching. Logic would have predicted the high unemployment rate would have put an end, at least temporarily, to the practice of recruiters and hiring companies competing for each other’s employees. Logic would be wrong, said a number of recruiters and hiring experts who spoke to TheLadders.
High unemployment has simply created more competition for employed candidates. “Our clients want the candidates who are currently working for their competitors,” said one Texas-based executive search professional who wished to remain anonymous. “They feel that these folks are obviously valuable since they haven’t been laid off, and they’d rather hire them than a candidate who may have been unemployed for some time and who they see as undesirable.”
As a result, executive search firms are under increasing pressure to poach employees and are forced to hone their skills at dislodging candidates from employment, which became harder to do during the recession that bred a desire among employees for job security above all other entitlements.
It’s usually about more than just a higher salary, said the recruiter from Texas. These ‘poachees’ are offered greater upward mobility, the opportunity to work on new products and up-and-coming projects, a better work-life balance, educational opportunities, etc.
When it comes to poaching, most executive recruiters practice a two-step tactic to dislodge the employee, the recruiter said. The executive search firm plants the seeds of doubt about leaving safe employment for a better opportunity and the hiring company (usually a human resources manager or hiring manager) picks a ripe candidate when they’re ready. It’s a bit of salesmanship, he said.
“We have to plant the seed of doubt, and then the hiring manager has to close the deal. In partnership with our hiring manager, we put on our salesperson hat, and we go to work finding out what we have to offer to incite those folks to move out of their current job.”
Once the candidate is sufficiently intrigued, and the seeds of doubt are planted, the recruiter said, the hiring manager or human resources manager at the client is responsible for closing the deal and making good on what the recruiter has promised.
“If we’ve accomplished what we set out to do, then by the second interview, these candidates are starting to think, ‘Maybe I’ve been too focused on this company (or job or career path).
The fundamental goal of the KeenHire 5 Pillar Conscious Hiring™ and candidate selection process is to hire the right candidate for the right job in a company that values a candidates’ unique contribution. An effective hiring process takes into consideration the strategic reason for the positions existence as well as the candidate’s individual work style, behaviors, motivation, and core competencies. The end result is a solid hire that performs in the role and produces the key performance metrics.
While employee training and development are mandatory facets of a solid Talent Management Strategy, the results of such programs are almost always insufficient when created outside of an effective and efficient hiring process. Any company committed to long term organizational success must build a hiring process that closes the performance management gap. We have all heard Jim Collin’s mantra, “Hire the right people, give them the right tools, get out of their way and let them perform”. Creating, implementing & systematically utilizing a Conscious Hiring process for your business that hones in on the key elements to your organization’s long-term success is a critical element of your human resources strategy.
Our 5 Pillar Conscious Hiring and Selection Process™ defines and quantifies your company’s corporate culture and work environment, the role’s key performance indicators, the ideal candidate’s work style, attitudes, behaviors, competencies, motivations and values. KeenHire’s Conscious Hiring process begins with strategic organizational workforce planning and company discovery and results in improved return on hiring investment, corporate profitability, workforce productivity and overall organizational effectiveness.
Keen’s recruitment, selection and hiring program takes the recruiting process and breaks it down into five specific pillars, each focusing on different element of the recruitment function; beginning with organizational workforce planning, then key contributor benchmarking and role analysis, then candidate sourcing, then selecting, and finally on-boarding. Creating a Conscious Hiring and Recruitment process is essential to the health and organizational effectiveness of any organization committed to serving and retaining customers.
Join Margaret Graziano and the Northern California Human Resource Association this Friday at 10:00 a.m. for a fabulous, informative and inspiring presentation specifically geared towards Human Resources professionals on Acing the HR Interview.
Whether you are an HR Consultant, Recruiter, HR Strategist, Benefits Manager, Strategic Business Partner, VP of HR, CPO, in Talent Acquisition, Talent Management or an Executive Search consultant the game of Human Resources and everything tied to it has changed.
Smart companies are adding roles such as Chief People Officer and giving that role the complete responsibility for maximizing the company's returns on their people investments. These key roles are created to own the processes and results for recruitment, employee retention, employee engagement, training and development, performance management, succession planning and more. Other firms are adding roles such as Director Talent Acquisition, VP of Talent Management and Employee Retention Specialist.
Given the only true differentiation any company really has is in the people they employ to create, deliver and manage their service, "People" Management has become a strategic issue.
The current state of the economic rebound, globalization, competition, price wars and emerging industries are just some of the compelling issues facing companies; add in the mass amount of people looking to retire and the 15.3% fewer workers available for the next generation of leaders and do not forget the millennial generation who have a ton to offer yet no business or people savvy and you have a perfect talent management storm. This storm creates an abundance of opportunities for strategic and business minded Human Resource industry professionals.
If you are up for the game, the next 10 years is the prime time for you to make your impact and leave your legacy. If you are exceptional at what you do, have a strong work ethic, think like a business person, have a healthy mix of concern for people and profitability and are willing to continue your education and stay ahead of the curve, there are no limits on what you can accomplish.
Margaret Graziano's Acing the Interview presentation enables you to evaluate your talents and strengths and target them towards business that needs what you offer. It delves into what you need to know about yourself and things you ought to consider before putting yourself in front of opportunities. The presentation digs into what and how the employers think when they are interviewing you, it teaches you how to communicate to your buyer (the employer).
Additionally and most importantly, the presentation gives you the tools to knock the socks off of the companies you are interviewing with. Join us this Friday from 10:00-11:30. Register now!
In Today’s competitive climate for talent many companies are counting on
HR Executive Search professionals to be their field talent scouts. It makes perfect sense that progressive talent minded organizations would require a top notch Executive HR Search partner to augment their internal Corporate Talent Acquisition team.
Whether you are building your Internal Talent Acquisition
team or hunting for the right Executive Search partner it is important that you
ask some fundamental talent acquisition questions; such as:
1. What is your Role Analysis process?
2. What is your talent mining process?
3. Where do you find your candidates?
4. What percentages of hires are generated from which sources; job boards, social media, corporate talent mining and existing databases?
5. What is your hiring process?
6. How do you validate the candidates you recommend are the right candidates for our roles?
7. What is your on boarding program?
At KeenHire, our teams of tenured Executive Search, HR and Recruitment partners are each skilled in segmented niches and stages of Executive Recruitment and Employee Selection. Every Keen partner has been working in the HR, Executive Search, Talent Mining and Employee Selection field for a minimum of a decade and has a long list of successful projects, programs and customer references. Segmenting the Executive Search process allows for highly skilled people to focus on their areas of proficiency increases our throughput and effectiveness which brings you highly qualified candidates who match your criteria, faster.
We approach building your team strategically and deploy expert level Talent Mining and a Conscious Hiring process in every HR Executive Search project we accept.
At KeenHire Talent Management, our Executive Search model begins with a complete Organizational Culture and Role Analysis. We diligently follow Stephen Covey’s philosophy of begin with the end in mind. We work with your organization to understand your Organization’s direction, values, competitive advantages, objectives and challenges.
Once we know who you are, where you are going and what your barriers are to getting there, we help you discern what competencies, behaviors, beliefs, values and emotional intelligence levels your leadership team must possess walking in the door. Our proprietary Role Analysis process has been utilized in over 100 companies and is the foundation of all of our Executive HR Search projects. This process has successfully led our founders in placing over 2500 business leaders.
KeenHire’s team of highly skilled Talent Acquisition, HR and Executive Search professionals are certified in our Conscious Hiring process, the benefit to you is that each and every candidate presented to your company is fully vetted and benchmarked against the Role Analysis. We only present candidate with the right behaviors, competencies, values and emotional ability to do the job, in the right way for the right period of time.
In most Executive Search operations the founders have deep domain expertise in the firms area of specialty. At KeenHire, we too have deep domain expertise in our field of Human Resources, Talent Acquisition, Talent Management, Executive Search and Organizational Development. We have worked in these areas for over a quarter of a century. What makes us different is our commitment. Keen’s brand, unique selling proposition and core differentiators are all driven from our founders expertise with Top Grading principles and building Good to Great companies. We built our business with outside in strategic thinking. We built our business to help you scale your organization and achieve your goals.
A Commentary from Previsor on the Risks of Profiling in the use of Pre-Employment Psychometric Assessment Tools in building a Conscious Hiring Process.
Overview
This commentary describes the profiling approach to using pre-employment psychometric assessments, compares it to the predictive approach to using assessments, and
then contrasts these two very different approaches. It then describes
the dramatically different results derived from an analysis in which
the two methods were compared side-by-side in the selection process for
a given organization. At KeenHire, we use both approaches in tandem to deliver the best hiring process to our customers. The Key is in the Role Analysis (referred to as job analysis in this article).
What is Profiling and How Does it Compare to the Predictive Model?
The profiling approach involves assessing a small group of employees
that have been identified by the organization as high-performers, and
using the resulting test scores to determine how to evaluate job
candidates. Candidates whose assessment scores more closely resemble
the scores obtained by the high-performers are judged to be better
“fits” for the role, and are forecasted to be better hires. A
predictive approach, by contrast, involves identifying job-relevant
traits based on an in-depth job analysis, and selecting those
candidates who earn higher scores on measures of those traits.
Seven Problems with the Profiling Approach to Assessment
Most
assessment experts do not advocate using a profiling approach, even
though it would be easy for them to implement, due to seven major
problems with profiling. These are summarized below.
#1: The "Ceiling Effect" Problem
The scores obtained by
the high-performing employees asked to complete the assessment define
the ceiling—the maximum possible score that can be obtained on the
assessment. This means that it is actually impossible to identify a
candidate who is a better fit for the position than current
high-performers. The high performers used to develop the model don’t
just represent “desirable,” they represent “the best imaginable. ”The
profiling model has no answer for the question, “If a candidate came
along who was an even better fit for the position than your current
high performers, how would you know?”
#2: The Not Enough Data Problem
The profiling approach
relies on a large number of conclusions and decisions made on the basis
of a very small amount of data. Profiling assumes that the test scores
obtained from a handful of employees produces information that will be
consistent with and generalizable to job candidates. But the
unfortunate reality is that small data samples are very rarely
conclusive. Models built on the basis of test scores from five people,
or even fifteen people, are very unlikely to be accurate. They may not
even be close, and can even lead to false conclusions. At KeenHire, we measure the actual on the job performance of every participant in the job benchmark study. If the on the job results are not exceptional, we encourage our customers to exclude that participant from the study.
#3: The (Non)Essential Trait Problem
Profiling is more
likely to incorrectly identify unimportant traits as job-relevant, or
overlook traits that are essential to job success. This is because the
profiling approach is based on a few individuals and their traits, not
on how relevant those traits are to the job demands or requirements.
Maybe the handful of assessed employees just happen to share traits
that are not actually job relevant. Maybe they differ on traits that
are job relevant because one or two of them have learned to compensate
for a limitation in one area with particular strengths in others. Maybe
the traits common to the top-performers who were tested are the same
traits possessed by weaker performers—but since weaker performers were
not assessed as part of the approach, there is no way to know. Any of
these possibilities would result in a profiling model that has no value
in identifying future high performers.
#4: The “Over-Cloning” Problem
Profiling emphasizes
similarities without any regard to whether or not they are important
similarities. For example, if the profile is created based on a
ten-scale personality instrument, but only four of those scales are
actually relevant for success in the position, the organization is
needlessly forcing consistency and uniformity in six areas. Good,
high-potential candidates may be passed over because they are not
sufficiently similar to current employees in areas that have no bearing
on their likelihood of success. At KeenHire, our process begins with an Organizational Development approach. We work diligently to build a balanced organization by first digging deep into who the organization is, we seek to understand the current corporate culture, the desired culture, the strategic objectives and goals as well as the barriers to achievement. We then assess and evaluate the Executive team,the mission critical and key contributors. We look for what is working, what is not and what is missing, the presence of which would make a difference. Only after we have a full picture of the current state and the desired future state do we make recommendations. No one with any level of discernment or sanity really wants the "Stepford" culture. Most companies simply do not understand how to build a high performance culture. That is where we come in and make the difference.
Continue reading "Do You Want to Profile Performance or Predict It?" »
