Match E-Book

Dan Erling

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 257

Veröffentlichungsjahr: 2010

Beschreibung

Hire the right person-every time! Why is it that so many companies accept mediocre hiring results as the norm? The answer is simple. It doesn't occur to them that, in fact, there is a process that virtually guarantees hiring the right person every time. To repeat: there is a process that virtually guarantees hiring the right person every time. That's what MATCH is about. Based on author Dan Erling's experience with best practices from over a thousand companies, MATCH gives you a rock solid, practical process for hiring. * MATCH takes you step-by-step through the lifecycle of hiring, from developing a job description through interviewing and making the decision, to negotiating salary and onboarding the new hire * Applicable tools, stories, and foolproof techniques are woven throughout to insure your mission critical objective is accomplished * The author is well-known in the hiring and recruiting industry With MATCH, your hiring team will develop a systematic process that fits with the company's overall mission, giving your company the people it needs to succeed every time!

Leseprobe

Contents

Preface: The Awakening

Acknowledgments

Introduction

Match: The Foundation

Chapter 1: Assume the Proper Mind-Set

Chapter 2: Begin with the Mission

The Purpose of the Mission Statement from a Hiring Perspective

Thoughts on the Mission Statement Itself

Ownership of Mission

A Portion of the Ritz-Carlton Mission Statement

Avoid the Dilbert Web Site Mission Statement

Chapter 3: Assemble the Hiring Team

Who Leads the Charge?

Chapter 4: Clarify the Corporate Culture

Your Hiring Team and the Scorecard

Match: The Process: Phase I

Chapter 5: Create the Organizational Chart

The Deeper Function of an Org Chart

Chapter 6: Compile a Job Overview

The Benefits of a Good Job Overview

The Skills Required

Chapter 7: Create the Competency Profile

The Process

Competency Profile

Behavioral Interviewing

Common Questions

Chapter 8: Structure the Recruiting Plan

Final Check before Launch of Recruiting Plan

Common Recruiting Methods

Never Set Hiring Deadlines

Thoughts on Recruiting Firms

Match: The Process: Phase II

Chapter 9: Conduct the Phone Screen

Phone Screen

Developing And Using a Telephone Screening Form

The Dos and Don’ts of Interviewing

Tips on the Phone Screen

Closing and Clarification

Time-Saving Tips for Phone Screens

Using the Proper Equipment

Thoughts on Recruiting Firms and the Screening Process

Chapter 10: Conduct the Face-to-Face Interview

Overview

The Interview Format and Your Hiring Team

The Four Parts of the Interview Process

A Final Word: Where to Interview?

Chapter 11: Check References

Prior to the Reference Call

How to Get a Reference to Return Your Call Every Time

Using the Data Collected in the Reference Calls

The Value of References during the Interview Process

Chapter 12: Perform Background Checks

Match: The Process: Phase III

Chapter 13: Make the Decision

Responsibilities

The Process

Chapter 14: Extend the Offer

Knowing What to Offer

Offer and Counteroffer

You’re Still Only 90 Percent There

Chapter 15: Receive Acceptance

A Glimpse into the Other Side

What You Can Do

Chapter 16: Perform Onboarding

The Process

Effective Onboarding Programs

Onboarding’s Increased Importance

Onboarding Checklist Sample 1

Match: The Process: Phase IV

Chapter 17: Retain the Employee

First, Understand Your Own Framework

The Retention Areas

Mentoring

Retention Strategies

Chapter 18: Test the Return on Investment

Calculating and Avoiding the Cost of a Mishire

Analyzing Increased Revenue/Efficiency

Revenue per Employee (RPE)

Web Site Developer

Database Manager

Office Manager

Cultural Impact

The Best Candidate Available for the Money

Measuring ROI

Chapter 19: Make the Process Stick

Making the Right Process Stick

The Feedback Loop

A Suggested Format Is the Debrief Session

Chapter 20: Foster a Culture of Effective Hiring

Foster a Culture of Effective Hiring

Creating a Culture of Continuous Improvement in the Area of Hiring

The Mission Still Drives the Hire

Conclusion

Appendix I: A Word about Contractors

Appendix II: Sample Documents for Hiring a Controller

Appendix III: The Cost of a Mishire

Appendix IV: Onboarding Checklist

About the Author

Index

Copyright © 2011 Dan Erling. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

ISBN 978-0-470-87898-9 (cloth)

ISBN 978-0-470-93970-3 (ebk)

ISBN 978-0-470-93971-0 (ebk)

ISBN 978-1-118-01461-5 (ebk)

To my dad and business partner Bert Erling, who taught me how to make lemonade.

PREFACE

The Awakening

A $150 million public company had just moved from the West Coast to Atlanta. Like many technology companies in 2001, their business situation had changed dramatically. In the heyday of the dot-com explosion, their stock traded at $125 per-share; now it was trading at $0.12. At least they weren’t out of business. In fact, a nifty piece of technology gave them great hope.

Those who saw the potential in this company included the new chief financial officer (CFO)—a brilliant professional with lots of energy, street smarts, and an uncanny knack for helping those around him reach beyond their capabilities. In addition to being technically adept in all aspects of finance, the CFO had an uncommon combination of humor and humility, which helped him gain the trust and respect of his team. The chief executive officer (CEO) took notice, giving the CFO the responsibility of, first, keeping the financial ship from sinking, and second, getting the ship repaired and back on course.

The difficulties of the post-9/11 economy and the dot-com bust were further exacerbated by the move from the West Coast to Atlanta. Bad timing, indeed. A few key employees had relocated with the company, but the majority were new. Old and new alike were quickly becoming demoralized. An organization that was already spiraling downward was further damaged by a rushed and erratic hiring process.

The new CFO had a monumental task ahead of him as he took the reins. Last year, his company was the darling of the investment world; now, it was on the verge of dying completely. The staff he inherited had been hastily cobbled together rather than carefully selected. The accounting department was missing quarterly deadlines, and the Atlanta business newspaper was spreading bad PR across the city. Word on the street was negative—top talent had no interest in joining a company in such disarray.

Fast forward to the present: this company is a darling of the investment world, with analysts bragging about the rebound of a resilient company. The corporate culture is one of accomplishment and success, and the accounting department hasn’t missed a deadline since the new CFO took the stage. The company recently went through a successful merger, purchasing a competitor to augment their service line.

What happened to transport this company from dog to darling? The answer is simple—the CFO put the right people into the right jobs. How he did it was astoundingly complicated and difficult to execute.

Serving as an executive recruiter, I had the honor of serving this great business leader as he hired his team. In terms of my career, the timing could not have been better. I was experienced enough to provide value through my recruiting energies, but this also marked my first experience in exclusively helping to create an entire department. The metamorphosis under this exceptional leader was awe inspiring.

To say I was extremely proud to be part of this hiring initiative would be an understatement, which is why I was even prouder to receive the following letter from that CFO (which I include here in its entirety):

As Chief Financial Officer, I was given six months to correct a financial organization that was a perceived weakness with the Company by all who were familiar with the Company. As such, I assessed the situation and noted several weaknesses in the staffing and the structure. I then decided to call Dan Erling to discuss my challenges and findings.

Dan came over to my Company and he listened and he observed. He understood my challenges. So I decided to hire him as a Recruiter—bringing me accounting and finance professionals. Most recruiters would have left my office and sent me some résumés. But not Dan Erling and his team at Accountants One. They went much further to ensure my success.

They got to know me. They talked to people I had worked with previously. They learned my strengths as well as my weaknesses. They did all of this so that they could find the best people—people to make me successful.

Over the next three weeks the Accountants One team only sent me a small number of résumés. I was confused, as most recruiters would always send me roughly twenty résumés per position with the hope that two or three could be interviewed. I asked why Accountants One was not following that traditional process. They told me that they only send me people who will help me succeed.

I interviewed the candidates they sent. Sure enough, they were correct. I received candidates who wanted to work for someone like me, in the industry I am in, and who needed my type of leadership for their own success. We were quickly able to hire and fill our positions.

Since that time, my organization has evolved into one of the most efficient and reliable organizations in the Company. In fact, we have done so well that we have been given the IT and the purchasing groups to manage as well. During all of this time, Dan Erling contacted my new employees and me. He checks in. He wants to make sure that everything is going as planned. He is always ready to help on any issues, and he does not do this for another fee. He only does this so his customers are satisfied.

I have never experienced such caring service from any recruiting agency during my twenty-two year career! The Accountants One recruiters significantly enhance anyone’s organization because of their skill set and, most importantly, because of their caring approach.

I would never dare make the claim that our recruiting process or my work was responsible for this company’s turnaround. It is clear that the success was the direct result of a great leader believing in me and allowing me to play an important role in the development of his team. However, this experience changed my life. I began to constantly think about ways to increase value through hiring strategies.

If executive recruiting had been my job, it was now my career. If it had ever been a means to an end, it was now my passion. After receiving that letter from the CFO I was hooked on the concept of maximizing the impact of people upon an organization. This was the start of my awakening, and the beginning of the process that is carefully laid out in this book.

Creating a Process

I have always been interested in data analysis. While studying math in college, my favorite courses dealt with using numbers for trending and predicting. As I grew as an executive recruiter, I began to wonder if I could apply some of these analytical concepts to the arena of hiring.

So, I began collecting data—what worked, what didn’t work. The 40-year-old recruiting and staffing firm where I work acted as the perfect laboratory, allowing me to access and analyze literally thousands of hires. Over the years, I observed and documented best practices—constantly driven to create a system that would guarantee a successful hire and bring more value to my clients.

During the developmental stages I gravitated toward clients that were equally fanatical about hiring success. I began sharing results with them, and many of them applied the techniques that I was collecting. This allowed me even more points of data to observe.

There were times when I got frustrated with clients that didn’t want to hear about best practices. As a person who grew up believing that “the customer is always right,” I have worked for clients that demanded a less-than-optimal hiring process. But more often than not, I have had the pleasure of helping organizations improve their hiring systems and make great hires.

By establishing these best practices into our recruiting firms, our results have been phenomenal. I have been tracking the success rate at Accountants One and the Waters Organization since 2003. In 2009, our success rate was 93 percent on the direct hire (permanent) side. In 2007 and 2008, our success rate was 98 percent. I am extremely proud of these results in an industry where 60 percent is considered acceptable.

Our contract (temp) team also reaps the benefits of a systematic hiring process. In 2008 and 2009, our success rate was 88 percent, while in 2007 we were at 91 percent. Please remember that it is not unusual for our contract team to get a call at 8:30 am for a person to report to a client at 10 am. With that demand for speed, I am sure you will agree that this success rate is nothing short of outstanding.

Please note that I am not attempting to “sell” recruiting services; rather, my point is to share with you the objective difference in applying a process. After all, if we can achieve these stellar results at a recruiting and staffing firm, imagine the impact that this process can have on your company.

Objectivity matters a great deal to me. My intent throughout the MATCH process is to provide you not with my opinion, but rather with a documented system that has been proven over and over again in the hiring marketplace. I hope this objectivity comes through in this book.

This collection of best practices may have been inspired by the earlier letter from the CFO, but those words were just the catalyst. So many others have been helpful in sharing their best practices. For all this help I am very thankful.

I am sure that through the publication of this book I will continue to learn from those who are dedicated to the art of hiring great people. To this point I have created a blog at www.danerling.com/blog. I welcome you to visit this site and share your thoughts with others who are passionate about hiring the right people.

ACKNOWLEDGMENTS

I would like to thank the following people for their help with this book:

Dylan Williams, for his efforts to make me a better writer by instilling in me the notion that good writing requires re-writing (and then re-writing again). I appreciate your friendship and belief in me. If I have any talent with the written word, you are to thank. You are a great friend.

My exceptional team at Accountants One and The Waters Organization, for your undying support on the path we chose and stuck to during extraordinarily difficult times. I couldn’t ask for a better group of people. Thanks for going the extra mile in all you do.

Randi Bates, my remarkable marketing manager, who keeps me on task no matter how chaotic our worlds become.

The folks at John Wiley & Sons, Inc., for their patience and guidance.

My business mentors—especially Dave Buckel—who has consistently and selflessly gone out of his way to help me grow.

All the clients and candidates that I have served and will continue to serve as an executive recruiter. Thanks for putting up with my endless questions, my drive for perfection, and my occasionally unconventional approach.

Steve Meadows, who suggested the title for the book.

Pete Ori, who taught me the utility and beauty of mathematics.

Jeff Morrow, who read an early version of this book and gave me great, constructive feedback.

My dad and business partner, Bert Erling, whom we lost in May of 2010. I’m sorry that you are not around to share in the excitement of this first book. There is some comfort in knowing that so much of your philosophy and approach live on in these pages.

My mom, Carolyn Erling, who, among so many other things, taught me that when it rains at the amusement park, you can still have a great time.

My extended family, who occupy a deep and significant space in my heart, especially Carolyn Hall, who disproves every mother-in-law joke ever told.

And finally, my wonderful wife Michelle and my kids Nelson and Wren. Thanks for putting up with all the extra work that went into this endeavor. But even more importantly, thank you for being the center of my life.

MATCH

As you can see in this diagram, the MATCH process encompasses the full life cycle of hiring, from setting up a solid foundation through the hiring process itself, proceeding to a follow-up process that ensures your return on investment, and culminating in a best practices feedback loop. The MATCH sits in the center of this step-by-step logically driven process. As we progress through each section, you’ll see that each circle enlarges to reveal steps towards hiring the right person for your organization.

INTRODUCTION

As president of a recruiting firm, I’ve been intimately involved in literally thousands of hiring decisions. I’ve worked with hundreds of department managers, HR professionals, and everyone whose title begins with “Chief.” When I talk to them about their hiring success rate, I’m surprised at how many times I hear the same things: