1. assess the job
1.1. what would go wrong if you assess the person instead of the job
1.1.1. let me describe the kind of person i would like to work with! instead of describing what is required to succeed in the role.
1.2. what should you think about when completing the assessment
1.2.1. task vs people
1.2.1.1. does the job require... Dottie get the stuff from the final assessment for each fc
1.2.2. proactive vs responsive
1.2.2.1. driver of new ideas, innovation?
1.2.3. how they relate to risk
1.2.4. quick to connect?
1.3. nice to have vs. need to have
1.4. dottie needs to identify common errors based on what process is identified
1.5. Are most people naturally good at not letting their personal bias impact what characteristics are needed for a role?
2. identify and onboard hiring team
2.1. how many people should be on a hiring team
2.2. what can go wrong if you have the wrong people on the hiring team?
2.3. what do hiring teams typically do wrong - common errors
2.3.1. how do you onboard the hiring team to avoid common errors
2.3.1.1. everyone asks the same questions during the interview
2.3.1.2. people are unprepared to ask behavioral questions
2.3.1.3. people don't now how to interview
2.3.1.4. people don't know about the interview kit
2.3.1.5. people don't know the role behavior plays in job fit and so wont' be looking for that sort of stuff
2.3.1.6. people don't understand the role of cognitive ability in selection
2.4. why do you want to introduce the job assessment process to the hiring team
2.4.1. avoid getting the wrong input
2.4.2. reduce likelihood of "pencil whipping" the JA
2.4.3. build alignment among all members
2.5. who is typically included on a hiring team and what is their involvement (just fill out job assessment vs interview vs make hiring decision)
2.5.1. hr
2.5.2. hiring manager
2.5.3. someone who's killing it in the role
2.5.4. upstream/downstream customers
2.5.5. head of the business unit
2.5.6. anyone with unique knowledge or insight
3. 1. structured hiring overview
3.1. General questions
3.1.1. What are the most common reasons for making bad hires?
3.1.2. Rank what predicts hiring the best?
3.1.3. Research says retention is mostly driven by:
3.1.4. Being rigid with cutoffs using assessments leads leads to better results?
3.1.5. How important is branding to your recruiting efforts?
3.1.6. Improving the speed of your responses to candidates will lead to better hires?
3.2. what are the business advantages of having a structured hiring process
3.2.1. improve results
3.2.2. remove subjectivity
3.2.3. results % stuff
3.3. what goes wrong if you DON"T have a structured hiring process
3.3.1. personality influences
3.3.2. rater inconsistency
3.3.3. cost of a bad hire
3.4. identify the components of a good structured hiring process
3.4.1. planned interview topics for each interviewer
3.4.2. rating scale
3.4.3. clarity of job requirements
3.5. distinguish between a structured and unstructured hiring process
3.5.1. A little comparison - process a and process b
3.6. legal considerations when creating a structured hiring process
3.6.1. fairness in your state
3.6.2. lot of stuff here
3.7. using assessments in your hiring process - what are the advantages
3.7.1. assessment basics
3.8. why would you want to create jobs that are in job families (onet)
3.9. what is the goal of the a good hiring process
3.9.1. 90% of the applicants should be as good as the top 10% of performers in the role
3.9.2. Select the candidate that is most likely to find success in the role and in your organization
3.9.3. increase the speed of finding the candidate and decrease the drain on the organization
3.10. how do you create a good rating scale or rubrik for assessing
3.11. what does one bad hire cost you?
3.11.1. Turnover Calculator
3.12. Includes a tiny taste of all other topics.
4. define the role
4.1. internal job description
4.1.1. how is the internal job description used
4.1.2. what can go wrong if the jd is incomplete or incorrect?
4.1.3. what is the distinction between the internal jd and the job ad?
4.1.3.1. internal job description doesn't include behavioral stuff
4.1.3.2. it has different goal: to inform internal stakeholders and to be used as a starting point for the job ad/ final job description
4.1.3.3. does your organization have a template for internal job descriptions?
4.1.3.4. does your organization have pay grades that would be in an internal job description?
4.1.4. how is the internal jd used by the hiring team?
4.1.4.1. identify the behavioral needs
4.1.4.2. identify the cognitive needs
4.1.4.3. they consult it when making their decisions
4.2. why does role definition matter?
4.2.1. align the hiring team
4.2.2. coach
4.2.3. manage
4.2.4. promote
4.2.5. org design
4.2.6. team design
4.3. what are the key components of a role?
4.3.1. ba
4.3.2. ca
4.3.3. skills
4.3.4. competencies
4.3.5. job path
4.4. why is it important to think of the job and not an incumbent or someone you would like to work with?
4.4.1. Define the role and not the person you'd like to work with.
4.4.1.1. importance of separating the role from the incumbent
4.4.1.2. You manage two different things the role and the person
4.4.2. Create role bias
4.4.3. Build subpar processes
4.5. consider the team when defining a role: what aspects of integration of this role into a team is often overlooked?
4.6. what are the job requirements?
4.6.1. tasks
4.6.2. outputs
4.6.3. skills
4.6.4. certifications
4.6.5. knowledge of specific applications, software etc.
4.6.6. competencies
4.6.6.1. what do the BEST ones do?
4.6.7. kpi
4.6.8. Mission/Goals of the job
5. final job target
5.1. how do you use a job target during the hiring process
5.1.1. helps inform the job advertisement
5.1.2. helps the hiring team identify important considerations for job success
5.1.3. compare candidate results to identify job fit
5.1.4. identify a starting point in the interview process - (start with closest matches)
5.1.5. identify tasks/ company EVP items that would be attractive to a successful candidate
5.2. how does the job target influence things you get out of the software
5.2.1. interview kit
5.2.2. coaching guide
5.2.3. onboarding kit
5.2.4. how do you use the job pattern in the organization
5.2.4.1. hire
5.2.4.2. promote
5.2.4.3. manage
5.2.4.4. coach
5.2.4.5. succession planning
5.2.4.6. restructure/reorg merger/ acquisition
5.3. why is it important to have a job target when hiring?
5.3.1. removes the subjectivity
5.3.2. gain alignment inside the organization about the job requirements
5.3.3. provides software capabilities
5.4. Will having a Job Target impact diversity in the organization.
6. attract candidates
6.1. why is it important to write a good job ad
6.1.1. attract the best candidates
6.1.1.1. however may decrease the total number of candidates, which is good.
6.1.2. better pipeline
6.1.3. save time and energy interviewing the wrong people
6.1.4. increase the likelihood of finding candidates that LIKE to do what the job requires
6.2. what is in a good job ad
6.2.1. describe the role
6.2.2. describe the behaviors
6.2.3. describe requirements in a way that sounds attractive to someone who will succeed
6.2.3.1. distinguish between a job ad that uses PI insights and one that does not
6.2.4. dottie wonders: what kind of stuff do you put in based on cog requirements?
6.3. dottie wonders: any sourcing information that we need to mention here?
6.4. Having tons of candidates is always a good thing?
6.5. Time to fill is the most important metric?
7. assess candidates
7.1. why would you assess early in the hiring process
7.1.1. save time and manage pipeline sooner
7.1.2. hiring manager may be overworked (while role is empty) and not want to see candidates that aren't a match
7.2. assessment best practices
7.2.1. everyone assessed the same time in the same way
7.2.2. your state/area might have requirements to know about
7.3. Cog assessment
7.3.1. when is the best time to use the cog assessment
7.3.2. what if someone can't do the cog?
7.3.2.1. nobody should
7.4. legal junk
8. manage pipeline
8.1. how do you use the assessment in the hiring process
8.1.1. determine fit to the BA and CA targets set
8.1.2. prioritize who to talk to first
8.2. How can you use the Job Target to increase/decrease the size of your pipeline
8.2.1. a lower Cog Score, increases the likelihood of finding fit
8.2.2. a wider range of acceptable Factors increases pipeline for more people with a fit
8.2.2.1. move the Factor Targets out or in
8.3. What might be a problem if you mess around with the job target just to improve your pipeline?
8.3.1. the "fit" candidates might not actually fit if you don't truly describe the job
9. 11. conduct interviews
9.1. What do you do if a low match score comes highly recommended by someone you trust or has an awesome resume?
9.1.1. Answer: interview them
9.1.1.1. and listen for...???
9.2. Why would you want to include questions from the interview kit?
9.2.1. identifies the behavioral aspects
9.2.2. pre-written as behavioral questions
9.3. why would you want to have a rubric or rating scale for interviews
9.3.1. increase fairness
9.3.2. decrease the subjectivity
9.3.3. easier comparison between raters
9.4. What are behavioral questions
9.4.1. distinguish between the behavioral and non behavioral qustion
9.5. what do you listen for after you ask the question?
9.5.1. STAR
9.5.1.1. situation or task, action, result
9.6. how do you design good behavioral questions?
9.6.1. tell me about a time when
9.6.2. describe a past situation in which you had to...
9.7. Why do you want to ask behavior-based questions
9.7.1. people are good at telling what they WOULD do but you want to know what they actually did.
9.8. How would you sell your company to a great candidate during the interview
9.8.1. know what appeals to this candidate's BA
9.8.2. be prepared ahead of time with examples created during the job definition phase
9.9. Do's and don't s
10. add in the PI stuff for the steps.
10.1. make a selection and onboard
10.1.1. How do you make a final selection?
10.1.1.1. whole person
10.1.1.2. behavioral and cognitive match
10.1.1.3. values match
10.1.1.4. team match
10.1.1.5. CEO, hiring manager match
10.1.2. What if they don't have the right skills but CA and BA are good?
10.1.3. What if they have the right skills but their BA and CA are not good match?
10.1.4. why is it important to onboard someone properly?
10.1.4.1. dottie will find the good stats about retention etc.
10.1.5. How can I use the Job Target and the individual's BA to structure onboarding?
10.1.5.1. match onboarding activities to BA of new hire
10.1.6. what do you do when the interview team doesn't agree
10.1.6.1. use the rubric to avoid
10.1.6.2. make sure disagreements are valid against
10.1.6.3. identify what you would have to do to onboard and are you prepared to do that?
10.1.6.4. disagree and commit Hiring manager owns the gaps
10.2. How much?
10.3. Substitute for training or are you competent.
10.4. Software overview
10.4.1. Elearning - GoAnimate/ Power Up or more than one
11. Characteristics of the Certification Test
11.1. fun
11.2. not too long, but long enough to feel real
11.3. targeted to distinguish between someone who knows and someone who does NOT know
11.4. Follows best practices of assessments
11.4.1. we are an assessment company!
11.5. Provides a reward - LInkedIn Badge? Other?
11.6. Results must be trackable in Force
11.7. supporting information in Catalyst to help people study
11.7.1. can we charge for those similar to SHRM or other similar?
11.7.2. Self study materials