Hiring Talent

Hiring Talent:
Increasing the Effectiveness of Employee Selection

Tuesday, May 12, 2015

Download Toolkit PDF

“I must say that I have gone to several seminars/trainings over the years: this is my second Studer Community Institute seminar, and your information is given in the BEST way. It is entertaining while still giving very valuable information. You always have very attention grabbing speakers. Thank you! I will definitely participate and recommend future opportunities.”

More than 150 people attended the Studer Community Institute‘s training workshop, “Hiring Talent: Increasing the Effectiveness of Employee Selection,” and rated the value of the event as 9.4 out of 10.

Successful talent acquisition is a key tactic in achieving organizational excellence. It is vital to hire people who display the desired behaviors that best align with company’s values to build a culture of excellence.

The benefits and key results of using the correct process include:

  • Increased retention
  • Decreased turnover
  • Reduced costs of employee replacement
  • Improved employee satisfaction
  • Higher levels of productivity and quality
  • Increased organizational growth and improved bottom line

At the half-day workshop, Kristine Rushing, COO & Risk Consultant at Beck Partners and Amy Remington, General Counsel to Landrum Human Resources led attendees through the vital steps to developing and implementing a successful hiring process.

Step 1 – Pre-screen candidates for requisite skills and with standards of behavior

Not all qualified candidates are right for your organization.

  • HR or the department leader writes a detailed job description and is responsible for identifying candidates that meet the technical requirements needed in the role
  • Drug screens and background check carried out
  • Applicants are required to read, acknowledge and sign the organization’s standards of behavior. (This sets clear expectations and if the applicant is unwilling to sign they should not be moved forward in the process.)
  • Phone interview to verify information on the application
  • Identify questions that are always off-limits such as age, race, religion, ethnicity, race, marital status, family status, childcare arrangements etc.

Step 2- Leader/Manager interview using behavioral-based interviewing

Past performance is the best indicator of future success.

  • Identify core competencies most important to success organization-wide using the organizations mission, vision and values
  • Identify core competencies most important to the specific role using the job description
  • Use the core competencies identified to develop behavioral-based questions
  • Prepare in advance for the interview and manage the interview using the interview matrix and STAR model
  • Using the interview matrix, identify the top candidates to move forward to the peer interview
  • Evaluate the interview using the interview evaluation form

Step 3 – Peer interview using behavioral-based questions

  • Identify 3-5 high performers to conduct the interview
  • Prepare in advance for the interview and manage the interview using the interview matrix and STAR model
  • Use behavioral-based questions, specific to the role being hired for
  • Select the top candidate using the peer interview decision matrix
  • Evaluate the interview using the interview evaluation form

Step 4 – Leader or Manager acts on the recommendation for the peer interview team

  • Manger or leader communicates with the candidates the decision
  • Onboarding process begins with the candidate that is hired

Workshop attendees walked away with the tools and resources to immediately carry out these practices, including a Studer Community Institute “Hiring Talent Toolkit” containing sample worksheets and forms.

In order to assess the effectiveness of the training, we surveyed attendees following the event. Overall, attendees felt that their knowledge and skill improved, with the “knowledge and understanding rating” on a scale of 1-5, moving from 3.4 to 4.5. People in the weakest categories, those rating themselves as having little or no understanding of the hiring process, moved up to rating themselves with a good level of knowledge. People who prior to the workshop rated themselves as having a good level of knowledge but requiring development, moved up to rating themselves as highly competent. We will conduct a further survey of those who attended nine months after the event to assess implementation.