Presented by Carmen Hudson - Michigan Recruiter's Conference 2017

1. Michigan Recruiters Conference 1@peopleshark
Hiring managers and interviewing
“Talent advise” your way to better outcomes
Carmen Hudson | principal consultant | recruiting toolbox

2. Michigan Recruiters Conference 2@peopleshark
Today’s agenda
What we can do to ensure better results?
Why are our hiring managers so challenging?
Coaching, cajoling, and herding cats hiring managers

3. Michigan Recruiters Conference 3@peopleshark
Who is this chick?
Made in Detroit
Principal Consultant
Recruiting toolbox
yahoo
Talent42
Co-Founder
starbucks
recruiterhunt
Founder
microsoft
Seattle youthcare
Board of Directors
amazon

4. Michigan Recruiters Conference 4@peopleshark
Who is this chick?
www.recruitingtoolbox.com

5. Michigan Recruiters Conference 5@peopleshark
Who is this chick?
www.recruiterhunt.com

6. Michigan Recruiters Conference 6@peopleshark
Your recruiting brand

7. Michigan Recruiters Conference 7@peopleshark
The barista
I make it look easy. Until it’s hard.
Sourcing isn’t mything
Every candidate is in the ATS, amiright?
Whyshould I interview candidates?
I don’t know what they’ll be
doing anyway
Double tall skinnyreq
I take orders all day
Hr who?
Disconnected from talent
strategy
Hiring managers are scary
No need to meet with ’em, if I
can avoid it
I have no point of view
You want a strawberry cappuccino
with pumpkin spice foam? No skin
off my back

8. Michigan Recruiters Conference 8@peopleshark
Hair on fire
“Sure, let’s just start over on this one”
A recruiter’s favorite words
“you asked thatduring the interview??
You’d be surprised
Some of myreqs have birthdays
Always a candidate, never a
hire
Whywon’ttheysendmefeedback?
In whiney voice
What’s candidate experience?
Talk to the hand
I’mprettysuretheyselectedthe
wrongcandidate
Just how was that decision made?

9. Michigan Recruiters Conference 9@peopleshark
I got this
I talent advise the #$^&* outta this
“Not on mywatch”
12-person interview teams?
Nope. Illegal questions. Won’t
happen.
If you want it put a date on it
Every project has a target end
date.
I know mycapacityand manage to it
I only agree to realistic
strategies and timelines
Always prepared
Research and data are my
friends
Hiring managers call me for hr advice
Took some time, but they view
me as an expert
I’m like “this” with HR & Leadership
I partner with the folks who
can help me avoid big
mistakes

10. Michigan Recruiters Conference 10@peopleshark
Getting your act together

11. what talent advisors do
Recruiting is a calling, talent advising is
philosophy
partner Coach and
influence
prepare alignment
measure
Leverage
data
teach
strategize
lead
Project
manage
Secret sauce

12. After training 1.800+ managers and interviewers
Hiring managers want to know
Hiring managers are often as nervous as the
candidates and don’t know how to follow up or probe
for deeper answers
What should I ask to fill the time?
1 Managers want to make sure new employees can
perform in the environment, but are unsure about
how to go about it
How do I interview for “culture fit”?
2
Hiring managers are often confused at the end of an
interview because interviews lack depth
How do I tell if someone is faking?
3 Interviewers are uncertain about how to manage
time during interviews
How do I stop someone who talks too much?
4
Managers appreciate a refresher about your process,
.their role and where they can find help
Managers often don’t know the process
5 Interviewers are often uncertain about the decision
criteria, and the hiring bar
I like everyone I interview. How can I decide?
6

13. Your org’s talent philosophy? your hiring managers? Are you aligned?
What is your (interviewing) philosophy?
Is recruiting a ”service” or does it require
partnership?
Who ”owns” recruiting?
Do hiring managers get the final say? Leaders? HR? Is
consensus important? Who approves offers?
How are decisions made?
Is nepotism OK? How do politics play out? What
happens if some is observed acting unethically?
Do we hire the boss’ nephew?
How seriously do managers and interviewers take
interviewing? Is it viewed as a skill? What are the
consequences of not following the process?
Do we adhere to the process? SLA?
Are all interviewers committed to protecting the
employer brand?
How important is candidate experience?
Do you compare the candidate to criteria, or do you
wait to compare candidates to each other? Do you
wait in order to hire the best talent, or hire the best
of what’s available?
Assess against the job or other candidates?

14. Do your homework
It’s the secret to life
Lastly, create an initial plan. Select interviewers
and assign topic areas. How will you sell the
position to top candidates? How will you
overcome competitive challenges?
3
2 Research the external talent market: salary,
competitive insights, candidate experience
1
Before you meet with the manager, research internal
data: estimated timeline, conversion data, sourcing
ROI
External Salary Range:
$62,117 - $118,152
What Candidates Want
Our Narrative
Motivation 1
Narrative 1
External Median Salary:
$ 88,427
Motivation 2
Narrative 2
Motivation 3
Narrative 3
Timeline Steps
Days (avg) Days (expected)
More external salary information for this role: Click Here
Strategy Meeting
5
5
Sourcing
15
14
Screens
8
5
Internal Salary Range:
$71,000 - $105,000
Interviews
12
8
Offer
5
3
Internal Median Salary:
$ 82,500
TOTAL
45
35
Top 3 Target Companies:
Company 1, Company 2, Company 3
Best Interviewers
Focus Areas
Recr Screens
30
Name 1
Technical Skills and Motivation
Why We Hire From These Companies:
Name 2
Skills 1 and 2, Attributes 1 and 2
Company 1
Reasons
Name 3
Skills 3 and 4, Attributes 3 and 4
HM Phone
20
Company 2
Reasons
Name 4
All Attributes
Company 3
Reasons
Name 5
Motivation, Job Fit, Closing
HM Onsite
15
Recent Hires From These Companies: Person 1, Person 2
Offers Made
10
Recent Departures For These Companies: Person 1 (Company) , Person 2
Hires
8
Titles at These Companies: Title 1, Title 2, Title 3, Title 4, Title 5
Glassdoor Recommend to a Friend:
67%
Historical Challenges
Our Plan to Overcome Challenges?
Compensation
Glassdoor CEO Approval:
82%
Bad Process
HM Availability
Glassdoor Rating:
3.5 out of 5
Misalignment
Diversity
Our internal candidate survey scores:
X out of Y
Top Complaints/Concerns from Candidates:
Complaint 1
Complaint 2
Complaint 3
Timeline / Expectations for Filling This Role
Conversion - How Much Work Will It Take to Fill This Role?
Historical Source of Hire for This Role
INTERNAL DATA
TALENT ADVISOR CONVERSATION TOOL SOFTWARE DEVELOPER IN SEATTLE
Salary Insights (from Payscale.com and internal HR data)
Competition Insights
Our Candidate Experience
Selling Candidates for This Role
EXTERNAL COMPARISON DATA
PLANS
Interviewing Candidates for This Role
Biggest Challenges We Will Likely Face
5
15
8
12
5
Strategy Meeting Sourcing Recruiter Screen Interviews Offer
0
2
4
6
8
10
12
Search Firm
Internal
Job Boards
Direct Contact
Emp Referral

15. Get aligned
Use the strategy meeting to agree on hiring criteria, timeline & approach
Diagram the job External researchJob description
Data Warehouse
Developer
Data Modeling
Conceptual, logical,
physical models
ETL – Extract,
Transform, Load
Data sources include
XML, relational
databases, flat files or
non relational
Oracle Data Integrator
IBM Datastage
MSFT SSIS
Informatica
BI Integration
SQL Databases
Scripting Language
Ruby, Python, PHP,
Perl, Javascript

16. Get aligned
Use the strategy meeting to agree on hiring criteria, timeline & approach
Data Warehouse
Developer
Data Modeling
Conceptual, logical,
physical models
ETL – Extract,
Transform, Load
Data sources include
XML, relational
databases, flat files or
non relational
Oracle Data Integrator
IBM Datastage
MSFT SSIS
Informatica
BI Integration
SQL Databases
Scripting Language
Ruby, Python, PHP, Perl,
Javascript

17. use data
To educate and influence hiring managers about the market
BLS.gov LinkedIn Topics Payscale.com GlossaryTech
Dice Tech Skills Map Glassdoor The Official Board Connect.data.com

18. set expectations
Agree to strategy, set timelines and communicate consequences
Unsuccessful hiring managersSuccessful hiring managers
Engaged, responsive, partnership Frustrated, passive, bystander, critical
Weak interviewer, hires for short-termHigh bar, assesses talent, thinks long-term
“not myjob”Activelysources & markets positions
Unresponsive, unprepared, indecisive, waitsResponsive, fast, prepared, decisive
Unrealistic, “I’ll know it when I see it”Realistic, articulates needs, makes good tradeoffs
Does not sell, not involvedPersonallyinvolved in closing candidates
Lacks respect for recruiter, skirts processTreats recruiter with respect, partner

19. Michigan Recruiters Conference 19@peopleshark
Diagnosing and coaching

20. Meet the hiring managers
Remember, you are the expert
New manager
Unbridled “enthusiasm”
Hesitant
indecisive
Experienced manager
Jaded
Closed
Anchored in the past
Poor interviewer
Indecisive
Craves “consistency”
Lacks confidence
Under pressure
Unresponsive/slow
fear-based decisions
Desperation hires

21. Michigan Recruiters Conference 21@peopleshark
what talent advisors do
Recruiting is a calling, talent advising is
philosophy
Partner & hold
accountable
Coach and
influence
prepare alignment
Measure &
communicate
Leverage
data
teach
strategize
lead
Project
manage
Secret sauce

22. non negotiables
Embed these in your process
Prepped interview
team
A small team of well-trained
decision makers should be
assigned focus areas and
prepped on expectations
Candidate
experience
A deep commitment to the
candidate experience must
be upheld by all involved
Articulated
profile/standards
The interview should be
rooted in well-articulated
skills and competencies, and
standards for nailing or
failing the interview
Feedback/debrief
Interviewing is a privilege
and comes with the
responsibility to share what
you learned with the team

23. Communicating up
Use every written communication to influence
Decision follow up
Interview debriefs
Weekly recruiting update
Ongoing. Pipeline. Interviews. Offers. No
shows/challenges. Share relevant articles
Ghost write referral emails,
prep emails and decision emails
for your hiring manager if it will
help
Work with your interview team
to create a customized phone
screen and interview guides
Be a ghost writer
Strategy meeting and
email follow up
2-week check-in
Interview team prep

24. Interviewing rigorously
Get A 360° picture
Behavioral Competencies – how does the candidate react
in situations or environments like yours?3
2
Past Achievements – to what extent has the candidate
performed, at what level, scope and scale. Can he or she
perform similarly in this environment?
1 Past Experience – what has the candidate done, what
expertise does he or she have, what tools and technology
were used
Motivation – is the candidate excited by this job, in this
environment? Is it a good match for his or her level and
ambition?
4

25. Identify hiring criteria
Eliminate “culture fit” from your vocabulary
What will you ask to determine if the candidates is
skilled at [problem solving]
How do we know if the candidate nails the question?
At what level will we hire?
Compare answers to the standards you have set before the interview
?
What was the most difficult problem you have faced as a
project manager?
When you led the software migration at your last job,
what challenges did you face?
How long did the migration take? What was the initial
timeline? Howe many system users? How did you prevent
the problem from happening again….

26. How to build interviewing confidence
limited time to collect a lot of data
behavioral situational
probe competencies Behavioral + situational | skills + competenices
tell me about a time
you grew revenue for a
struggling product
Take a look at this
marketing plan. How
would you improve it to
grow revenue?
What was the product?
What was the revenue
before? After? How
long did it take to
achieve growth….
[innovation]
what new marketing
tactics did you try?
How did you convince
leadership to invest…

27. Legal bingo
Brown bag exercise
What’s your
favorite book?
Are you able to
travel 3 days
out of the
month?
Did you receive
an honorable
discharge?
Where did you
grow up?
How long was
your commute?

28. debrief meeting
The key to a talent focused organization
Ensure that everyone –
including less experienced
team members – gives
feedback
Everyone shares
Continuously discuss
hiring standards and
emphasize the
importance of
keeping the bar high
set criteria
Use the debrief to
course correct,
identify good
interviewers
Observe and coach
Encourage
interviewers to share
great questions,
make solid decisions
Build confidence

29. Hiring manager whisperer
The secret sauce

30. Michigan Recruiters Conference 30@peopleshark
Q&A
What’s happening in your org?

31. Michigan Recruiters Conference 31@peopleshark
Thank youStay in touch with us!
facebook.com/recruitingtoolbox Linkedin.com/carmenhudson carmen@recruitingtoolbox.comtwitter.com/peopleshark

32. Talent advising
External Salary Range: $62,117 - $118,152 What Candidates Want Our Narrative
Motivation 1 Narrative 1
External Median Salary: $ 88,427 Motivation 2 Narrative 2
Motivation 3 Narrative 3
Timeline Steps Days (avg) Days (expected) More external salary information for this role: Click Here
Strategy Meeting 5 5
Sourcing 15 14
Screens 8 5 Internal Salary Range: $71,000 - $105,000
Interviews 12 8
Offer 5 3 Internal Median Salary: $ 82,500
TOTAL 45 35
Top 3 Target Companies: Company 1, Company 2, Company 3 Best Interviewers Focus Areas
Recr Screens 30 Name 1 Technical Skills and Motivation
Why We Hire From These Companies: Name 2 Skills 1 and 2, Attributes 1 and 2
Company 1 Reasons Name 3 Skills 3 and 4, Attributes 3 and 4
HM Phone 20 Company 2 Reasons Name 4 All Attributes
Company 3 Reasons Name 5 Motivation, Job Fit, Closing
HM Onsite 15
Recent Hires From These Companies: Person 1, Person 2
Offers Made 10
Recent Departures For These Companies: Person 1 (Company) , Person 2
Hires 8
Titles at These Companies: Title 1, Title 2, Title 3, Title 4, Title 5
Glassdoor Recommend to a Friend: 67% Historical Challenges Our Plan to Overcome Challenges?
Compensation
Glassdoor CEO Approval: 82% Bad Process
HM Availability
Glassdoor Rating: 3.5 out of 5 Misalignment
Diversity
Our internal candidate survey scores: X out of Y
Top Complaints/Concerns from Candidates:
Complaint 1
Complaint 2
Complaint 3
Timeline / Expectations for Filling This Role
Conversion - How Much Work Will It Take to Fill This Role?
Historical Source of Hire for This Role
INTERNAL DATA
TALENT ADVISOR CONVERSATION TOOL
SOFTWARE DEVELOPER IN SEATTLE
Salary Insights (from Payscale.com and internal HR data)
Competition Insights
Our Candidate Experience
Selling Candidates for This Role
EXTERNAL COMPARISON DATA PLANS
Interviewing Candidates for This Role
Biggest Challenges We Will Likely Face
5 15 8 12 5
Strategy Meeting Sourcing Recruiter Screen Interviews Offer
0 2 4 6 8 10 12
Search Firm
Internal
Job Boards
Direct Contact
Emp Referral