Regardless of skill, hiring a person who is a bad fit is the wrong decision. In fact, traditional interviewing predicts future success by only 10%. With a bad fit, the employee is never going to reach optimum performance, or be fully engaged, and they are likely to leave.
The company is then left with another expensive recruitment along with the disruption of having talent walk out the door. (Recruiting expenses are typically 50 - 100% of an individual’s annual salary).
The minute a new employee walks in the door they begin to evaluate whether they made a good decision (70% of new hires make the decision to stay at or leave an organization within their first six months). If it is a poor fit they never become engaged and typically they turnover quickly leaving you to pick up the pieces.
Understanding the job requirements and critical skills needed for success - aligning the skills, knowledge, and abilities that support success with the organization's culture and how work is done.
Behavioral Based Interviewing - to accurately assess the candidate’s skills and abilities and goodness of fit. Behavioral interviewing looks at what the candidate actually did vs. what they hypothetically would like to do. We’ll show you how to use this style of interviewing to your advantage.
Errors in evaluating candidates - where do they come from and how to minimize or avoid them entirely.
Developing your process - from start to finish a planned approach to making critical decisions on who to hire.
The company is then left with another expensive recruitment along with the disruption of having talent walk out the door. (Recruiting expenses are typically 50 - 100% of an individual’s annual salary).
The minute a new employee walks in the door they begin to evaluate whether they made a good decision (70% of new hires make the decision to stay at or leave an organization within their first six months). If it is a poor fit they never become engaged and typically they turnover quickly leaving you to pick up the pieces.
Why you should Attend:
The solution is to implement strategies that identify the right talent (skills and abilities) and the right fit (personally, culturally, and socially). And there are critical elements that will make it a good match for you and the employee.Understanding the job requirements and critical skills needed for success - aligning the skills, knowledge, and abilities that support success with the organization's culture and how work is done.
Behavioral Based Interviewing - to accurately assess the candidate’s skills and abilities and goodness of fit. Behavioral interviewing looks at what the candidate actually did vs. what they hypothetically would like to do. We’ll show you how to use this style of interviewing to your advantage.
Errors in evaluating candidates - where do they come from and how to minimize or avoid them entirely.
Developing your process - from start to finish a planned approach to making critical decisions on who to hire.
Areas Covered in the Session:
- What are acceptable and un-acceptable areas of inquiry
- How probing/follow-up questions can make a big difference
- Use Behavior Anchored Rating system to evaluate candidates
- Building your interview process into the performance management system
Speaker
Bob Verchota is owner and senior consultant for RPVerchota & Associates, a consulting firm providing services to clients who seek to align their business and employees, creating successful outcomes and excellent work environments. After 30+ years in Human Resources senior leadership roles and teaching both undergraduate and graduate courses in Leadership and Organizational Development, Bob transitioned to using his experience and skills in consulting.Mr. Verchota provides solutions to companies for a wide variety of HR issues including training and development, compensation, compliance, policy development, performance management, employee relations and managing change from mergers and acquisitions to project specific disruptions of the status quo. Bob has an undergraduate degree in Business Administration, graduate degree in Healthcare Administration, and doctoral work (ABD) in Organizational Development. He is a lifetime Senior Professional in Human Resources.
Who Should Attend
- Leaders
- Managers
- Supervisors
- Human Resources professionals
- Organizational development professionals
