This document provides information about interview and recruitment techniques from a training session and workshop. It discusses behavioral interviewing and some of the realities of interviewing such as interviewers not being well prepared. It also discusses improving the odds of hiring the best candidate through the use of behavioral interview questions. The document then provides tips to avoid common hiring mistakes such as poor job descriptions, ignoring red flags, and not conducting reference checks. It emphasizes focusing on competencies and understanding personalities and motives when evaluating candidates.
2. To p
H ir in g
M is t a k
e s a nd
H o w to
A v o id
Th e m
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Behavioral Based (Event) Interviewing For By Direct Results Asia Pacific Consultancy Sdn Bhd
K&N Kenanga Holdings Bhd
3. QUESTION 1
What is the most WIDELY USED
Pre-employment test in Malaysia
today?
ANSWER: THE INTERVIEW
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4. QUESTION 2
What is the LEAST ACCURATE
Pre-employment test in Malaysia
today?
ANSWER: THE INTERVIEW (TRADITIONAL)
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5. Realities of Interviewing
• 70% of interviewees feel that the interview
process is a strong indicator of how the
company operates.
• 39% say their number one frustration is that
interviewers are “not prepared and not
focused during the interview.”
• 38% frustrated by a “lack of feedback on the
status of their candidacy.”
• 27% said position descriptions differed from
one interviewer to another within the same
company.
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6. POOR ODDS with HIGH
STAKES
Most Hiring Managers make their selection decision within
3
the first ___ minutes of the interview. Source: Harvard Study
75
More than ___% of turnover can be traced
back to poor interviewing and hiring
practices. Source: Harvard Study
If an untrained interviewer uses an
unstructured interview format, then the
probability of hiring the best applicant is less
15
than ___%.
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7. IMPROVING OUR ODDS
THE BEST PREDICTOR OF FUTURE
PAST
PERFORMANCE IS _______
PERFORMANCE
Using behavioral-based interview questions in conjunction
with standard questions can improve the accuracy of
selecting the best candidates over standard interviews by
500
as much as ____%.
Source: The Advisory Board Company
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8. M i s t a k e # 1:
Filling desks, not needs
• Analyze what is really needed
• Consider all staffing possibilities for each vacancy
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9. M i s t a k e #2 :
Failing to recruit constantly
• The best employers continually search for top talent
• Keep in touch with candidates, even when you’re
not hiring
• Participate in trade associations
• Collect resumes online
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10. M i s t a k e #3 :
Creating poor job
descriptions
• The Fantasy Job Ad
Seeking Level-2 help desk professional with
10 years of experience with Cisco, LINUX and
Windows systems. Master’s degree and bilingual
skills preferred. Must be willing to work nights and
weekends.
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11. M i s t a k e #3 :
Creating poor job
descriptions
• The Mystery Job Ad
Growing firm seeks a level-2 help desk
professional.
Must have good technology skills and be
willing to work a flexible schedule.
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12. M i s t a k e #4 :
Having no system for screening
resumes
• An effective system includes:
– Benchmarks
– Special requirements
– Qualifications/attributes critical to success
• Review resumes all at once
• Avoid procrastinating
• Don’t delegate the task
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13. M i s t a k e #5 :
Ignoring red flags on
resumes
• Note vague terminology such as:
“Participated in,” “familiar with” and
“in association”
• Be cautious with functional
resumes
• Read resumes beginning at
the bottom
• Judge the appearance
• Give the benefit of the doubt
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14. M i s t a k e #6 :
Ignoring interviewing
techniques
• Don’t “wing” the interview
• Ask candidates the same number of questions
• Take notes
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15. M i s t a k e #6 :
Ignoring interviewing
techniques
• More than two-thirds of
executives surveyed said
the most productive time
for meeting with candidates
is between 9 a.m. and 11
a.m.
• The first candidate
interviewed for a job is
somewhat less likely to be
hired than other candidates
Source: Robert Half International
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16. M i s t a k e #6 :
Ignoring interviewing
techniques
• Start the conversation with an easy ice-breaker
question that illustrates you’ve done your
homework.
• Move into challenging questions:
– How do you define success?
– Tell me about a time you worked with a difficult end-user.
How about a difficult manager?
– What kind of work environment do you like least?
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17. M i s t a k e #7 :
Doing more talking than
listening
• Don’t share too much information about your
company
• Focus on one question at a time
• Avoid drawing conclusions until the end of the
interview
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18. M i s t a k e #8 :
Focusing too heavily on hard
skills
Look for:
• Passion - Does the person care about his/her work?
Does it come through in most answers?
• Optimism - Top performers acknowledge difficulties
and how they learned from them.
• Work ethic - What has the candidate been doing if
unemployed? Top performers use the time wisely.
• Expectations - Candidates should be motivated to
learn and advance, but not have unrealistic
expectations.
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19. M i s t a k e #9 :
Inviting too much input
• You may select the least
objectionable candidate versus
the best one
• Participants in the selection
process bring different
motivations
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20. M i s t a k e # 10 :
Making rushed decisions
• Never skip any stages of the
hiring process
– More likely to make poor
matches
• Learn as much as possible
about top candidates before
making a decision
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21. M i s t a k e # 11:
Making slow decisions
• Keep the process moving
• Avoid losing highly skilled candidates to competitors
• Inform candidates of where you are in the hiring
process
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22. M i s t a k e #12 :
Persuading reluctant
candidates
• Be wary of candidates who
are hesitant to accept an
offer
– Even if they decide to join your
company, they may not stay
long
• Don’t rely entirely on past
performance when
identifying “superstars”
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23. M is t a k e # 13 :
Conducting poor reference
checks
• Never skip this step
• Remind reluctant references of the
importance of their feedback
• Take note of the tone of the response
• Let the reference do the talking
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24. M is t a k e # 13 :
Conducting poor reference
checks
• Talk to supervisors, colleagues and others in the
organization
• Manage the process yourself
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25. M is t a k e # 14 :
Superficial Interviewing
• Interview questions not prepared
• Questions not written
• At least two to three interviewers
• Magnifying glass missing
• Claims and facts not verified
• No interview debriefing
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26. M is t a k e # 15 :
Human Nature Traps
• I like you
• I’d like to be your friend
• I can save you
• She is just like me!
• We went to the same high school, etc.
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27. M is t a k e # 16 :
Hiring out of Desperation
• Wait until the last minute
• Passive marketing waits for resumes
• Hiring quick and can get back to work
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28. M is t a k e # 17 :
Inappropriate Pre Requisites
Used Too Early
• Over emphasis on
– Education
– Experience
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30. District Engineer, TNB
Duties and If stated as Accountabilities then the job
Responsibilities must produce :
Control, operate and Ensure uninterrupted supply to
maintain the District consumers in the district by operating
Distribution System the District Distribution System.
Ensure availability of adequate supply for
Plan and design the High future needs of industries in the district by
voltage system planning and designing the High voltage
System
Manage major supply Ensure satisfaction of the major customers
projects to customers in in the district by managing supply and
the district. Distribution.
Ensure high performance and Productivity
Supervise all technical of technical staff by adopting proper human
staff in the district. resource management methods on
selection, training, coaching, counselling
and motivation.
31. Results Driven
Activity vs.
Accountability
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33. General Manager, Manufacturing
Key Results Major Supporting Actions Performance
Indicators
1. Ensure •By monitoring production performance and •Timely production
achievement taking corrective actions targets
of targeted •By analysing production downtime and •Productivity ratios
production introducing improvements •Downtime
volume •By thorough preparation for introduction and •Implementation
implementation of new models and variants schedule
•
2. Ensure •By reviewing quality performance results and •Quality index
achievement identifying non conformance and undertaking •Defect occurrence
of product corrective actions •Non-conformance to
quality targets •By analysing customer feedback and taking established
corrective actions standards
•By undertaking on-line and off-line •Demerit points
continuous quality improvement programs
and activities
•By undertaking education and re-education
programs
34. General Manager, Manufacturing
Key Results Major Supporting Actions Performance
Indicators
•By incorporating safety and health features •Accident rate
3. Ensure safe
and healthy into infrastructure design and development •Health standards
•By creating awareness of safety and health
operating •Operation audit
among employees through programs and
environment findings
campaigns
•By constant monitoring of safety and health
standards through working committees
•By developing and implementing
occupational health programs
4. Ensure •By developing and implementing on-the-job •Productivity ratios
competent, training •Turnover rate
motivated and •By developing and promoting effective •Employee morale
productive communication with employees and union •Team activities
manufacturing •By ensuring continuous development and •Strikes / disciplinary
workforce upgrading of skills actions
•By providing appropriate recognition and
rewards for high performance
•By promoting teamwork through QCC and 5s
activities
35. General Manager, Manufacturing
Key Results Major Supporting Actions Performance
Indicators
•By ensuring effective and efficient •Operating efficiency
5. Enhance
operating maintenance of plant, machinery and standards
resources •Cost per unit
efficiency and
•By reducing wastage and eliminating
productivity •Wastages and
pilferage losses
•By reducing and managing indirect overtime
•By managing utilisation of consumables and
materials
6. Timely •By undertaking effective planning and •Timely completion
execution of provision of resources of projects within
projects •By monitoring implementation and progress cost allocation
of projects
•By managing project costs
•By developing effective project teams
37. Understanding Personalities
Handouts:
People Personalit
y Types &
Getting
Tasks
Done
Peaceful: Phlegmatic Popular: Sanguine
Closed Open
Perfect: Melancholy Task Powerful: Choleric
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38. The Motive Profile
Power (nPow)
Affiliative Achievement
(nAff) (nAch)
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39. Motive Profile vs. Job Description
Achievement Affiliation Power
• Continually improve his/her •Work cooperatively •Depend on others’ work
performance •Frequently help others with •Maintain others’ morale
• Personally produce work of their problems •Be sensitive to his/her impact
excellent quality •Socialize much on an on others
• Be creative & innovative informal basis •Tell others what has to be
• Accomplish tasks or projects •Empathize with others done & manage them
personally, start to finish •Be interested in others •Respond to others’ requests
• Set own performance for decisions, & make
• Monitor own progress & know decisions that affect others
results of work immediately •Make things happen through
after work is completed others
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40. The Motive Profile shown below has been constructed
using a non-conscious response instrument (Picture
Story Exercise - McClelland)
The typical superior performing manager profile:
High Job
Med
Low Person
Ach Aff Pow
41. Profile Mismatches
Managerial job Engineer
H H
M M
L L
Ach Aff Pow Ach Aff Pow
Engineer in Teacher in
Managerial job Managerial Job
H H
M M
L L
Ach Aff Pow Ach Aff Pow
Mentoring, coaching and counselling helps people
consciously develop job related responses.
43. Position: Secretary
Responsibilities + Personal Competencies Differentiating
Tasks + Activities Competencies
•Typing •Pleasant •Proactive
•Manages •Accurate •Initiative
communications •Is able to take notes •Independent
•Keeps short-hand on shorthand and •Integrity (trust)
notes typing memo effectively •Creative
•Makes •Presentable •Resourcefulness
•Appearance •Always excel
appointments
•Behaviours •Unwavering
•Uses the computer •Good manners dedication and
•Filing •Courteous commitment
•Takes minutes •Diligent •Ability to make simple
•Follow-up decisions
•Makes coffee •Sensitive to people
•Keeps secrets •Positive attitude
•Drafts letter
•Screens calls
The Job Person Characteristics The Superior Performer
46. The appointment of a Senior
Manager - an illustration
Selection criteria of the Present Selection Selection Criteria for the
past Criteria Future
MBA Knowledge MBA MBA
10 yrs work experience Skills 10 yrs work experience Less than10 yrs work
experience
I am able to help others I can get others to agree
I am an expert Self Concept in doing things right on what is right
I have to gain I enjoy contributing as a I enjoy having to get
Social Role team player to what is
respect of others others to determine
right
what is right
Aggressive or Positive and Positive, enthusiastic
submissive Traits proactive and proactive
•Achievement & Resourceful power
• Personal
social power (persuasion,
Aggrandizement
Motive •Use of technical influencing,
• Excessive use of knowledge & reasoning, concern
position power power of for personal
(status & authority) persuasion
impact)
This model provides clarity on job related competencies.
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47. Job vs Person Match:
District Engineer
Mr. A Ms. B
M.Eng.10 years as M.Eng.10 years as an
an engineer in engineer in Tech.jobs
Skills &
Tech.Jobs.
Knowledge
I like to help my I’ll help if I am
team achieve. Social Role asked
I like to learn new I am an
Self Concept expert
things
Proactive Traits Aggressive
I told them what is
I want to do better right
Motive
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48. Job vs Person Match:
Room Sales person
Ms. A Ms. B
Diploma in Social Diploma in Social Sc.
Sc. 5 years as an 5 years as as
Skills &
Admin.clerk waitress in a hotel
Knowledge
I like to meet
I don’t like
new people Social Role
injustice
I like to learn new I am always
Self Concept
things unlucky
Assertive Traits Aggressive
I want to do better I told them
Motive
what is - right
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49. Competency Target Setting
1. Initiative
2. Teamwork
3. Problem Solving
4. Leadership
5. Integrity
What’s the problem here?
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50. Competency Target Setting
Initiative
2. Minimize problems quickly without needing to
be asked
3. Seeks personal growth and professional self-
development
4. Doing more than is required/expected in a job
5. Seeks new and improved solutions and
approaches to completing assignments
6. Looks for opportunities to help others and team
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52. Competency Standards
3 Meets behavioral standards consistently. Is a
good role model for others.
2 Meets behavioral standards some of the
time. Needs improvement.
1 Does not meet behavioral standards.
Require counseling or disciplinary actions.
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57. "He has 20 years experience: 1
year of bad experience
repeated 20 times"
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58. What is BEI?
• Structured Probe
• Investigative
• What the interviewee did, not what he or she
might have done
• Descriptions of actual behaviour - both actions
and thoughts
• Behaviourally specific performance data
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59. BEI Outline
1. Introduction
• Introductions
• Small talk
• Purpose of interview
• Interview format and time frame
• Clarifying roles of additional persons present
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60. BEI Outline
2. Candidate background on education and
activities
• Candidate's University or other Educational
institution and Programme
• Key academic courses or activities in past year
• Extra-curricular activities
• Work experiences in past two years
• Other activities and interests pursued in last two
years
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61. BEI Outline
3. First event : "A time when you did something
difficult or challenging on your own"
4. Second event : "A time when you tried to
influence or persuade someone to do
something"
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62. BEI Outline
1. Optional third event : "A time when you were
pleased with something you accomplished"
(to be used if one of the first two events yielded little
information or if 45 minutes or more are available for
the interview)
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63. BEI Outline
6. Closing
• Optional follow-up probing to obtain additional
target data on a time the candidate
demonstrated one of the mentioned
characteristics
• Thank candidate
• Next steps in the selection process
• Questions from the candidate
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64. BE Interview problems and
how to deal with them
• Interviewee begins to describe educational
experience in great detail
• Interviewee begins to talk at length about what
he /s he did in a job
• Interviewer asks questions that are too
complicated, or has trouble thinking of
appropriate questions
• Interviewer probes for detail too soon, or cannot
seem to find a thread for a critical incident
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65. BE Interview problems and
how to deal with them
• The key part of the incident is not clear
• Interviewee is giving too much information, too
fast, or the information is scattered
• Interviewee says he or she can't remember the
actual words in a conversation
• Interviewee cannot remember a specific incident
• Interviewee seems uncomfortable
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66. BE Interview problems and
how to deal with them
• Vagueness : Interviewee talks of the philosophy
of doing the job and remains abstract or
discusses hypothetical situations
• Reticence : the interviewee is evasive or refuses
to answer questions because he or she is
concerned about revealing confidential material
about himself, herself, or others
• Interviewee rambles, digresses to topics
unrelated to critical incident
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67. Trigger Questions
• how the incident started / how candidate first
became involved
• the broad stages of development
• the outcome
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68. Initial Probes
• "How did you become involved … tell me how it
started … etc"
• Immediate follow-ups then are :-
• "What went through your mind at that point …?"
• "What was the first thing you did …. ?"
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69. Data To Look For…
• Dialogue
• Specific and attributable action
• Thoughts operating at the time of the event
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70. Coding: Rules of evidence
• Attributable to the • Retrospective
individual
• Specific • Relevant
• Detailed • No leading questions
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71. Wrong Target Data – Why?
• Discussions of the candidate's current opinions and
attitudes
• Current thoughts about technical ideas
• Statements describing what the candidate usually does
• The candidate's views on what he / she hopes to do in
the future
• Descriptions of what other people were doing in past
situations
• "we" data in which it is impossible to determine what the
candidate was doing or saying
• current reflections and feelings about what he candidate
did in a past situation
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73. Communications &
Relationships
Basics of Relationships
• Why?
• Good performance & skill won't get you very
far. You need others to succeed
• You cannot get people to listen to you if they
don't like you.
• And if they don’t listen to you, you won’t
accomplish anything!
• Relationships = Expectations.
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74. People Skills
1. People are interested in themselves,
not in you
2. What is the most interesting subject
in the world to them?
THEMSELVES
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75. People Skills
1. Take four words out of your
vocabulary: “I, me, my, mine” and
substitute for the most powerful word:
“YOU”
2. Remember that the more important
you make people feel, the more they
will respond to you.
3. Avoid arguing.
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76. Communication Styles
Passive
Assertive Comm Aggressive
Passive- Refer to
Handout for
Aggressive detailed
explanation
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77. How to be Assertive
3. Specify
2. Express
1. Describe
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78. Three Steps to Assertive
Communication:
• Describe the situation or idea as clearly and
specifically as you can.
• Express how you feel about the situation.
(Note: Use "I" or "My" statements to refer to
how you are feeling and what you are thinking.)
• Specify what you want. Include a specific
deadline.
Refer to Exercise: Practicing Assertive Behavior
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79. Active Listening
1. Attending 1. Asking
2. Paraphrasing 2. Encouraging
3. Speaking 3. Reflecting
4. Clarifying 4. Summarizing
Personal Tip: ‘Picking’
Refer to Exercise: Practicing Active Listening
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80. Communication SF
LINA
Listen with interest and praise
make the person feel Important
use their Name
Ask questions
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81. Influence SF
PASSE
Praise and encourage
Ask questions
allow the person to Save Face
use SMART goals
Encourage small improvements
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82. Asking Questions?
1. Ask to clarify viewpoints, values or beliefs
1. What further info do you need?
2. Is it the <problem>, or is there something else?
3. What exactly do you mean?
4. Would you like a drink?
5. What do you think are the pros and cons?
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83. Asking Questions?
1. What’s most important to you in…
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84. Asking Questions?
1. Convert instructions into Questions
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85. Personality SF
S + FH + C
Smile
Firm Handshake
Compliment
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86. ICE-BREAK SF
F.O.R.M.
Family
Occupation
Recreation
Money
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87. Paired Exercise:
• Find out as much information as possible about
your partner
• Note down everything you remember
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88. Pacing
1. Mirroring their body language,
voice, vocabulary and mood
2. Mutual feeling of harmony, well
being and security
3. Tendency to like people who are
similar to ourselves
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89. Pacing
1. Body language
– Sitting position, movement, and position of the legs,
arm movements, overall posture, angle of the head,
walk, dress, facial expression, breathing, touch.
2. Speech
– Pitch, speed, tone, volume, choice of words, jargon,
foreign words, slang, professional terms.
3. Feelings / Moods
– Attitude, conviction, belief, enthusiasm, tolerance,
involvement, respect for the other person’s skill,
qualities and experience.
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90. Pacing
Examples:
2. Enthusiastic colleague with great idea
3. Angry customer in a hurry
4. Friend who is sad and confused
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91. Negotiations
Extra Communication Skills
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92. Do you agree with these?
“Good Negotiators are born.”
“Good Negotiators take risks”
“Good Negotiators rely on intuition”
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93. Do you agree with these?
“Good Negotiators No, effective negotiation, like other skills
are born.” requires practice and study
No,
“Good Negotiators
take risks” 1. They know how to evaluate a decision
situation
2. They make a best choice based on
information available to them.
“Good Negotiators No, the most important work of negotiation
rely on intuition.” takes place before the negotiator is seated at
the table. It is preparation.
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94. The Number 1 Objective of
Negotiation:
To create a
win-win
solution
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95. The Number 1 Objective of
Negotiation:
The other person must
walk away feeling that
they they have won
Fact of life: You will be negotiating with the same
person in the future, or
Your reputation will be told to other people
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96. Fact:
The other person is
aiming for the same
thing as you are!
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98. BATNA: Best Alternative to
Negotiated Agreement
"The reason you negotiate is
to produce something better
than the results you can
obtain without negotiating”
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99. BATNA: Best Alternative to
Negotiated Agreement
…if the proposed agreement is better
than your BATNA, then you should
accept it.
…If the agreement is not better than
your BATNA, then you should reopen
negotiations or walk away.
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100. Strategy 1
Ask for more than
you expect to get
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101. Strategy 1: Ask for more
than you expect to get
WHY?
1. It gives you more room to negotiate
2. You might get it!
3. Increases the value of what you are offering
4. Prevents negotiation from deadlock
1. It’s the only way you can create a
climate where the other person
feels that he or she has won
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102. Starting Strategy 1: Ask for
more than you expect to get
MPP – Maximum Possible Position
This is the most you can ask for and
still have the other side see some
flexibility in your position
http://totallyunrelatedrandomanddebatable.blogspot.com/
103. Starting Strategy 1: Ask for
more than you expect to get
Bracketing
X X
RM 11,000 RM 13,000 RM 15,000
Your Starting
Opening Your Offer
Offer Target
(MPP)
http://totallyunrelatedrandomanddebatable.blogspot.com/
104. Positive Bargaining Zone
Seller's Bargaining Range
Positive Bargaining Zone
Buyer's Bargaining Range
$220k $225k $230k $235k $240k
Seller's Target Seller's Offer
Buyer's Offer Buyer's Target
http://totallyunrelatedrandomanddebatable.blogspot.com/ -104-
105. Strategy 2: Never say Yes
to the first offer
WHY? I could
Something
have done
must be
better
wrong
http://totallyunrelatedrandomanddebatable.blogspot.com/
106. Strategy 2: Never say Yes
to the first offer
I could have done better
“…the next time I deal with
this person I’ll be a
tougher negotiator”
http://totallyunrelatedrandomanddebatable.blogspot.com/
107. Strategy 2: Never say
Yes to the first offer
Something must be wrong
Humans are basically KIASU and don’t trust
people easily
Psychology: “Cheap things not good. Good
things not cheap.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
109. Strategy 3: Act
Surprised at Proposals
WHY?
When people make a proposal to you…
…they are watching your reaction!
http://totallyunrelatedrandomanddebatable.blogspot.com/
110. Strategy 3: Act Surprised
at Proposals
Your Reaction
70% of humans believe more of what they
SEE, not what they hear
The easier you are, the tougher they will
negotiate!!
This can also work in Telephone negotiations
http://totallyunrelatedrandomanddebatable.blogspot.com/
111. Strategy 4
Never Argue
http://totallyunrelatedrandomanddebatable.blogspot.com/
112. Strategy 5
The Reluctant Seller and
the Reluctant Buyer
http://totallyunrelatedrandomanddebatable.blogspot.com/
113. Strategy 5: The Reluctant Seller
and the Reluctant Buyer
Reluctant Seller
Keep Cool (Bertenang)
“I don’t want to sell, but take a look…”
Mention all the good points
“Just to be fair to you…”
“…what’s the best price?”
http://totallyunrelatedrandomanddebatable.blogspot.com/
114. Strategy 5: The Reluctant Seller
and the Reluctant Buyer
Reluctant Buyer
Let the Seller present to you
“I appreciate all the time you’ve taken…”
“It’s not really what we want…”
Pause and Wait until the right moment
“Just to be fair to you…”
“…what’s the lowest price?”
http://totallyunrelatedrandomanddebatable.blogspot.com/
115. Strategy 5: The Reluctant
Seller and the Reluctant Buyer
Get the other side
to commit first
How to
Counter Higher Authority
Good Guy/Bad Guy
http://totallyunrelatedrandomanddebatable.blogspot.com/
116. Strategy 6
“You’ll have
to do better
than that”
http://totallyunrelatedrandomanddebatable.blogspot.com/
117. Strategy 6: “You’ll have to
do better than that”
1 “You’ll have to do better
than that”
2 SHUT UP!!
This also called “The Silent Close”
http://totallyunrelatedrandomanddebatable.blogspot.com/
118. Strategy 6: “You’ll have to
do better than that”
Why?
An inexperienced
negotiator will give away
their negotiating range
http://totallyunrelatedrandomanddebatable.blogspot.com/
119. Strategy 6: “You’ll have to
do better than that”
“Exactly how
How to much better do I
Counter have to do?”
http://totallyunrelatedrandomanddebatable.blogspot.com/
120. Strategy 7: Higher Authority
Why?
He knows that he must
completely win you to his side
so that you will want to
persuade your higher authority
to agree with his proposal
http://totallyunrelatedrandomanddebatable.blogspot.com/
121. Strategy 7: Higher Authority
How?
Don’t let the other side know you
have the authority
Your higher authority should be an
unclear group, not an individual
Leave your ego at home
http://totallyunrelatedrandomanddebatable.blogspot.com/
122. Strategy 8: The Declining
Value of Services
FACT!!
The value of service always
appears to decline quickly
after you have performed
the service
http://totallyunrelatedrandomanddebatable.blogspot.com/
123. Strategy 8: The Declining
Value of Services
How?
When you make a compromise,
get back a compromise right away
DON’T WAIT!!
http://totallyunrelatedrandomanddebatable.blogspot.com/
124. TALENT WARS IN THE NEW
ECONOMY
http://totallyunrelatedrandomanddebatable.blogspot.com/
125. The New World…
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
BusinessWeek, May 4, 2009
http://totallyunrelatedrandomanddebatable.blogspot.com/
126. Global-Local Trends
Back-sourcing Power re-balancing
Bottom-up Innovation/ Mergers, Acquisitions
Disruptions & Divestment
Mobile Devices Lower Middle Class rule
Nationalism and Extreme Emerging
Protectionism Countries
Currency Wars BRIC and PIIGS
http://totallyunrelatedrandomanddebatable.blogspot.com/
127. Post Recession Trends and
Implications
No trust in Big Malaysia no big
Companies effect
No trust in Experts Decrease in
Offshoring
No trust in Best
Practices Seniors working
longer, re-entry
Cash Flow issues
Part-timers and
M&A&D increase
Freelancers
http://totallyunrelatedrandomanddebatable.blogspot.com/
128. Post Recession Trends and
Implications
Industry Convergence/
Extinction
Social Networking
Auditors,
Increased Regulations Lawyers, Civil
Servants,
Green & CSR Consultants,
Documentors
Non-Profit/NGO
increase
http://totallyunrelatedrandomanddebatable.blogspot.com/
129. • Exercise: What recent trends (global, local,
industry etc.) that have impacted your
company’s talent plans? How do they impact?
http://totallyunrelatedrandomanddebatable.blogspot.com/
130. Talent Wars: Pre- and Post-
Recession
Last Time Today
• Beg • Beg <harder>
• Buy • Buy <@ higher
• Borrow price>
• Steal • Borrow <from
diff. people>
• Steal <more
often>
http://totallyunrelatedrandomanddebatable.blogspot.com/
131. The New World…with New Problems
13th April 2009
•Two Domino’s employees
•YouTube
•Apology from Domino’s after
48 hours
•1 million hits
•Twitter: questions on silence
•LinkedIn: suggestions by users
in forum
BusinessWeek, May 4, 2009
http://totallyunrelatedrandomanddebatable.blogspot.com/
132. Budgeting vs. Priorities
Example: Business Situation vs. R&D Priorities
Upturn Flat Downturn
Fight Complacency Innovation Sales
Sharpen Edge Acquire Cash Flow
Keep Momentum Profits
Conquer Build momentum
NPD Cycle Time Focused on
Improve Top 15%
‘Breakthrough’
Improve Edge revenue-generating
JV, In-source, Out- products
Extensions source
Counter Competitor
↓ R&D, ↑Sales
Eliminate bottom 20%
http://totallyunrelatedrandomanddebatable.blogspot.com/
133. Business Situations vs.
HRM
Upturn Flat Downturn
Fight Complacency Innovation Sales
Sharpen Edge Acquire Cash Flow
Keep Momentum Profits
Conquer Build momentum
‘Change’ mgmt Talent Mgmt Top Talent focus
Reduce Fat Innovation/R&D Sales, Sales, Sales
Continuity Early wins Increase attrition
Everyone Happy Slow Down HR Costs Motivation
http://totallyunrelatedrandomanddebatable.blogspot.com/
135. Activity Grid to determine
budget priorities
Increase (↑) Create (+)
What are features/ What are features/
activities/services to activities/services to
increase? introduce?
Reduce (↓ ) Eliminate (-)
What are features/ What are features/
activities/services to activities/services to
reduce? eliminate?
1. Manage conflicts where limited resources should go
2. Solve problem of compounding activities & resources
http://totallyunrelatedrandomanddebatable.blogspot.com/
136. • What is your company’s situation now?
• How would you prioritize your Activity Grid?
http://totallyunrelatedrandomanddebatable.blogspot.com/
137. THE BATTLE FOR TALENT
http://totallyunrelatedrandomanddebatable.blogspot.com/
138. Intro:
“Cow don’t drink water cannot
push cow head down”
http://totallyunrelatedrandomanddebatable.blogspot.com/
139. Question: Talent
Management for Who?
Excellent
Very Good
Average
Not Good
Commit Suicide
http://totallyunrelatedrandomanddebatable.blogspot.com/
140. Before we start…
1. Who designs your Talent
Management programs?
2. Are you in the Talent Pool?
3. Do you qualify?
4. “It takes a crook to catch a crook”
http://totallyunrelatedrandomanddebatable.blogspot.com/
141. Talent Segmentation
• Who are your Talents?
: A Talent for others does not
mean a Talent for you
http://totallyunrelatedrandomanddebatable.blogspot.com/
142. Talent Segment Targeting
• Unwanted by big MNCs
• Small companies
• Boring Environment
• No Growth/Learning
• No MBA
• Passion, Values, IQ (streetsmart)
• Appreciate Chaos
• Multitask
• Passion to Learn
http://totallyunrelatedrandomanddebatable.blogspot.com/
143. Talent Segmentation
• Identify POTENTIAL
2 3 4 5
PERFORMANCE
Group I
5
(Talent Pool)
4
3
2
http://totallyunrelatedrandomanddebatable.blogspot.com/
144. Talent Segmentation
• Identify POTENTIAL
2 3 4 5
PERFORMANCE
Group II Group I
5
( Potential) (Talent Pool)
4
Group IV Group III
3
(Counseling) ( Performance)
2
http://totallyunrelatedrandomanddebatable.blogspot.com/
145. Talent Scarcity and Brain-
Drain Problem
1. Change your Business
2. Change your Business Model
3. Re-locate
4. In-Source
5. JV or Partnership or Swap
6. Create micro Business Units
7. Over Promote
8. Over Pay
9. Contractual tie-up
10.Hire Low, Train High
http://totallyunrelatedrandomanddebatable.blogspot.com/
147. The real goal of Marketing and
Branding
Understanding our role in the whole
scheme of things
http://totallyunrelatedrandomanddebatable.blogspot.com/
148. • Exercise: Why do we need ‘Branding’?
http://totallyunrelatedrandomanddebatable.blogspot.com/
149. What is the purpose of
Marketing & Branding?
Ultimate Objective of Marketing:
“Get more people, to buy more
things, more frequently, at higher
prices.”
“Retention and Loyalty are useless if
No Conversion is happening.”
Sergio Zyman
http://totallyunrelatedrandomanddebatable.blogspot.com/
150. What is the purpose of
Marketing & Branding?
“Retention and Loyalty are useless if
No Conversion is happening.”
“Communication is useless if No
Conversion is happening.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
151. What is the Objective?
• Comm = Relationship (something
like Dating)
• Comm ≠ Media glitz
• Comm ≠ ATL/BTL/BwTL/ArTL/FTL
• Comm ≠ CSR
• Comm = Get more people, to buy
more, more frequently, at higher
prices
http://totallyunrelatedrandomanddebatable.blogspot.com/
152. Intro
“Retention and Loyalty are useless if
No Conversion is happening.”
“Retention and Loyalty are useless if
No Performance is happening.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
153. Intro
Loyalty is misleading…
• Heavy Consumption ≠ Loyalty
• Loyalty ≠ Heavy Consumption
• Good Performance ≠ Retention
• Retention ≠ Good Performance
http://totallyunrelatedrandomanddebatable.blogspot.com/
154. So… are we in business for
Retention or Performance?
http://totallyunrelatedrandomanddebatable.blogspot.com/
160. Positioning
“Hope is not a strategy”
John Maxwell
http://totallyunrelatedrandomanddebatable.blogspot.com/
161. Positioning
• For who? – Segmentation, Targeting
• Your Offer?
• Key Differentiator?
http://totallyunrelatedrandomanddebatable.blogspot.com/
162. Two Types of Segmentation
for HRM
1. Demographic segmentation
2. Talent segmentation
http://totallyunrelatedrandomanddebatable.blogspot.com/
163. Recruitments of Gen X and Gen Y
UNDERSTANDING
DEMOGRAPHICS
http://totallyunrelatedrandomanddebatable.blogspot.com/
164. Demographic Segmentation
- General
Refer: Managing
Change – Veterans (Pre-Boomers)
Understanding the
Demographics of 1934-1945
the Evolving
Workforce
Gen Y
Boomers
(Millennials, Netster)
1945-1960
1980+
Gen X (Cusper, Buster)
1960 - 1980
http://totallyunrelatedrandomanddebatable.blogspot.com/
165. Generational Differences In
The Workplace
• Now 4 Generations in the workplace
• Events and conditions each of us experience during
our formative years help define who we are and
how we view the world.
• Each Generation has different value systems –
Values drive behavior.
• We need to understand each other so we can value
what each generation brings to the team.
• In 10 years, 40% of current workforce will retire.
http://totallyunrelatedrandomanddebatable.blogspot.com/
166. Generational Thoughts
• X&Y act first, evaluate later – they know more than older
generations knew at their age. Thrive in speed and chaos. May
think about having multiple careers.
– May not Actively Listen to Builders & Boomers, missing
valuable info.
• Builders & Boomers – paid their dues, have vast experience &
knowledge.
– May question how much X&Y know, undervalue their quick
decision-making, don’t think of them as colleagues and
collaborators because assume they’re inexperienced.
– May think X&Y are too impatient –quick to throw out tried &
true strategies .
• Loyalty to Co. – Builders & Boomers may value; X&Y may not
• Challenge Authority – Builders & Boomers may not, X&Y may.
• Work Life Balance: Builders & Boomers may do without, X&Y
may not do without.
http://totallyunrelatedrandomanddebatable.blogspot.com/
167. Generational Thoughts
• Builders may see Boomers as self absorbed
& prone to sharing too much info.
• Boomers may see Builders as dictatorial and
rigid.
• Y may view X as too cynical and negative.
• X may view Y as too spoiled and self-
absorbed.
• X may view Boomers as being too Politic –
say right thing to right person.
http://totallyunrelatedrandomanddebatable.blogspot.com/
168. What Bonds Generations
All Generations want:
Work-Life Balance – flexible hours, fewer hours
• Younger Generations – may be less ambitious in
traditional terms, less willing to make tradeoffs - family
focus.
• Boomers – want time for hobbies or fitness, care for
aging parents, family, start own business.
Timely, Constructive Feedback
Sense of Community with Others
Effective Projects and Meetings
Use their Talents
Enhance their Skills
http://totallyunrelatedrandomanddebatable.blogspot.com/
169. Things Research Says
Gens Want to be Valued for
• Builders: “Your experience is respected – It’s valuable
to hear what’s worked in the past.”
• Boomers: “You are valuable & worthy. Your
contribution is unique and important to our success.”
• Xers: “Let’s explore some options outside the box –
your technical expertise and is a big asset.”
• Y’s: “You will be collaborating with other bright,
creative people – you have really rescued this
situation with your commitment.”
http://totallyunrelatedrandomanddebatable.blogspot.com/
170. What All Generations
Need to Do
Seek balance between
• building on traditional procedures and
• supporting flexibility and creativity
to effectively blend the generations work ethics.
• Allow choices
• Openly explore ideas
• Value different points of view
• Encourage active listening
• Share expertise
• Share recognition and appreciation
• Value hard work
• Build in humor and fun into learning.
• Accommodate the needs and values of all generations.
http://totallyunrelatedrandomanddebatable.blogspot.com/
171. What Generation’s
Next?
The Millenniums – They
are in secondary school
right now…coming out
soon…in about 10 years
or so
171
http://totallyunrelatedrandomanddebatable.blogspot.com/
172. Demographic Segmentation
- others
1. Women, Working Mothers
2. Youtube generation
3. Working retired
4. Social Activists
5. Work/Life balancers
6. Industry (ICT, Advertising, Engineer,
Accounting, Lawyer, etc.)
http://totallyunrelatedrandomanddebatable.blogspot.com/
173. Exercise: Who is your target?
Company Segmentation Employer Segmentation
http://totallyunrelatedrandomanddebatable.blogspot.com/
174. Exercise: Employer
Segmentation
What do you know about
Who are your Targets? them?
http://totallyunrelatedrandomanddebatable.blogspot.com/
177. Demographic Segment:
Example Exercise
1. Gen Y Refer:
• GEN Y ranking of
2. ICT job considerations
• 10 non-monetary
3. Women benefits to attract
and retain top
developers
http://totallyunrelatedrandomanddebatable.blogspot.com/
178. What needs work?
High Fun place to work
Training
For people like me Opportunities
Target Segment
Importance to
Attractive Location
Familiarity
with Tasks
Innovative
company
Career
Opportunities
Expected
success of
application High Salary
Low
Weak Strong
Current Brand
http://totallyunrelatedrandomanddebatable.blogspot.com/
179. What needs work?
High Fun place to work
Training
For people like me Opportunities
Target Segment
Importance to
Attractive Location
Familiarity
with Tasks
Innovative
company
Career
Opportunities
Expected
success of
application High Salary
Low
Weak Strong
Current Brand
http://totallyunrelatedrandomanddebatable.blogspot.com/
180. For Starting Up…
High
Importance to
Segment
Target
Low
http://totallyunrelatedrandomanddebatable.blogspot.com/
181. For Starting Up…
Weak Strong
Current Brand
http://totallyunrelatedrandomanddebatable.blogspot.com/
182. Activity Grid to determine
HRM priorities
Increase (↑) Create (+)
What are features/ What are features/
activities/services to activities/services to
increase? introduce?
Reduce (↓ ) Eliminate (-)
What are features/ What are features/
activities/services to activities/services to
reduce? eliminate?
http://totallyunrelatedrandomanddebatable.blogspot.com/
192. Attract
“You don’t attract who you want.
You attract who you are”
John Maxwell
http://totallyunrelatedrandomanddebatable.blogspot.com/
193. Attract: HR and Marketing
1. Who designs your Job Ads?
– It better be Marketing
• Understand the psychology of a Talent
Job Seeker when reading Job Ads
• Not sure? Consult experts
• Use Marketing weapons for Job Ads:
brand logos, slogans, newspaper clips,
awards, customer profile, video clips,
web, banners etc.
http://totallyunrelatedrandomanddebatable.blogspot.com/
194. KEY MESSAGES
Who am I?
What do I offer? In other words:
“Why should I
Support?
join you?”
End benefit(s)
Tagline:
http://totallyunrelatedrandomanddebatable.blogspot.com/
195. Power Words
Advantage Exciting Improved Proud
Save Deserve Discovery Easy
Benefit Fun Investment Proven
Security Guarantee Happy Health
Comfort Free Joy Profit
Trust Love Money New
Results Right Safety Truth
Value Powerful Vital You
http://totallyunrelatedrandomanddebatable.blogspot.com/
196. • Exercise: Use two or more Power Words to
describe:
1. Your company to prospective candidates
2. Your company’s employer brand
http://totallyunrelatedrandomanddebatable.blogspot.com/
197. The Right Tools for the Job
Personal Internships,
(exp) joint projects
with
Quality/Intensity of
University
Communication
Events,
Personal workshops,
(info) campaign visits,
seated dinners
Impersonal
(info)
Individual Mass
Reach of Communication
http://totallyunrelatedrandomanddebatable.blogspot.com/
198. The Right Tools for the Job
Personal Mentorship
(exp) programs
Quality/Intensity of
Communication
Personal Campus presentations,
career fairs
(info)
Impersonal Online games,
sponsorship of awards
(info)
Individual Mass
Reach of Communication
http://totallyunrelatedrandomanddebatable.blogspot.com/
199. The Right Tools for the Job
Personal
(exp)
Quality/Intensity of
Communication
Personal Direct Marketing
(info) (eg. mailing)
Direct-response
marketing
Impersonal
(info) Print media, radio
Individual Mass
Reach of Communication
http://totallyunrelatedrandomanddebatable.blogspot.com/
200. Exercise: Right Tools
1. Plotting your Communication strategy:
– Determine the level of Quality/Intensity of
Communication
– Determine the level of “reach” of communication
• What tools do you want to consider? Why?
http://totallyunrelatedrandomanddebatable.blogspot.com/
201. Brand Touch Points
Employee Newsletter
Customer
Bloggers Gov./ s Public
Politics Events
Analysts
Annua Mgmt Candidates/
Action Relatives
l Employees
Report s Pasar
Media Malam
Internet* Economic
s
Ads AGM
Ex-
employees
Employees Friends
http://totallyunrelatedrandomanddebatable.blogspot.com/
202. Brand Touch Points
Employee Newsletter
Customer
Bloggers Gov./ s Public
Politics AnalystsEvents
Annual Mgmt Candidates/
Action Relatives
Report Employees
s Pasar
Media Malam
Internet Economic
s
Ads AGM
Ex-
employees
Employees Friends
http://totallyunrelatedrandomanddebatable.blogspot.com/
203. Exercise: touch points
• List down all direct and in-direct touch points
that affect your employer brand
• Which ones you do want to take action on?
http://totallyunrelatedrandomanddebatable.blogspot.com/
204. Attract
1. What’s your main Differentiator?
– Money? Opportunity? Big Projects? Big
Clients? Career Growth? Environment? Love
and Fresh Air?
• Fish where the Fish are…
• Hire Strict. Refuse if possible.
• Who you retire determines who you attract
http://totallyunrelatedrandomanddebatable.blogspot.com/
205. Putting It All Together
THE RECRUITMENT PROCESS
http://totallyunrelatedrandomanddebatable.blogspot.com/
206. 9 Rules for Dating
(and Recruiting)
http://totallyunrelatedrandomanddebatable.blogspot.com/
207. Dating rule #1
First impressions are critical.
• Recruiting application:
Differentiate yourself. Resist the “I have a great
position for you” especially if you have never
spoken to them.
http://totallyunrelatedrandomanddebatable.blogspot.com/
208. Dating rule #2
Don’t believe everything you see.
• We have all heard stories from people that
signed up for an online dating service and were
shocked when their date was two feet shorter
and 10 years older than the profile.
• Recruiting application:
Candidates exaggerate their strengths and skills
and down play their weaknesses. Do not
assume anything. Prescreen, interview,
administer assessments, and call the references
before you present the candidate to your hiring
manager.
http://totallyunrelatedrandomanddebatable.blogspot.com/
209. Dating rule #3
Play hard to get.
• Desperation is the world’s worst perfume.
• Recruiting application:
If you make a huge fuss over the candidate and
beg them to interview, you will diminish your
negotiating power.
http://totallyunrelatedrandomanddebatable.blogspot.com/
210. Dating rule #4
Be selective. You can not change people.
• Recruiting application:
Look for the red flags; don’t avoid them. It is
better for you to uncover any candidate
weaknesses or issues than your hiring manager
discovering them. Your name and reputation is
all you have in this business.
http://totallyunrelatedrandomanddebatable.blogspot.com/
211. Dating rule #5
Prepare for the date.
• Recruiting application:
If your candidate has spent 20 minutes on the
phone with you and takes time off work to come
to interview, and then you ask them “so, tell me
what you want to do?” — you are wasting the
candidate’s time. You should have notes on the
candidate’s resume that you want to clarify, and
if appropriate, the company profiles that best
match what your candidate’s needs.
http://totallyunrelatedrandomanddebatable.blogspot.com/
212. Dating rule #6
Don’t talk too much.
• People who express the “enough about me, what do
you think about me?” attitude sit home alone, a lot.
• Recruiting application:
The candidate should be doing most of the talking.
Assess what the candidate has to offer, what they
need, and then set expectations of how you will
work together. Let the candidate talk about the
interview before you disclose the hiring manager’s
view. If you blurt out “they love you, you are the best
candidate they have ever met!” — what do you think
happens to the candidate’s salary requirements?
http://totallyunrelatedrandomanddebatable.blogspot.com/
213. Dating rule #7
Follow up with your date.
• Recruiting application:
As an industry, one of the biggest complaints we
get from candidates and hiring managers is the
lack of communication. No news is still
considered news to the candidate; make sure
you keep your candidate in the loop.
http://totallyunrelatedrandomanddebatable.blogspot.com/
214. Dating rule #8
Don’t be afraid to end the date early.
• Recruiting application:
Prescreen carefully, ask the hard questions, and
always tell the candidate the truth. If they are not
going to fit into your recruiting focus (skills,
salary expectations, location, etc.), coach or
make suggestions regarding who may be able to
help them in the market.
http://totallyunrelatedrandomanddebatable.blogspot.com/
215. Dating rule #9
Improve your odds by hanging out
where (like) people hang out.
• Recruiting application:
If you are recruiting technology talent, sign up and
participate in technology activities in your market.
Volunteer at association meetings to check members in:
you will meet every attending member, every meeting.
• Explain to people you meet that there are two types of
people you would like to be introduced to: those who are
leaders in their field and are looking for an opportunity
and those who are leaders in their field and are not
looking for an opportunity right now. You are an expert in
your market, so people who are not looking now would
still benefit from knowing you and the people in your
network.
http://totallyunrelatedrandomanddebatable.blogspot.com/
216. Sample Recruitment Life Cycle -
Simple
http://totallyunrelatedrandomanddebatable.blogspot.com/
217. Sample
Recruitment
Life Cycle -
FULL
http://totallyunrelatedrandomanddebatable.blogspot.com/
218. Traditional vs.
Data-Driven
Recruitment
Process
http://totallyunrelatedrandomanddebatable.blogspot.com/
230. • Exercise: What “Values” drive your Talent
Management strategies?
• How will these Values impact your HR and C&B
policies?
http://totallyunrelatedrandomanddebatable.blogspot.com/
231. Branding and Positioning:
“You don’t attract who you want.
You attract who you are”
John Maxwell
http://totallyunrelatedrandomanddebatable.blogspot.com/
236. What’s the Difference?
• Increment
• Bonus
• Promotion
Exercise: How does your company
define the difference?
http://totallyunrelatedrandomanddebatable.blogspot.com/
237. What to Pay?
• Pay for Service
• Pay for Job
• Pay for Competency
• Pay for Performance
Exercise: Which ones does your
company use for Pay?
http://totallyunrelatedrandomanddebatable.blogspot.com/
238. Compa Ratio Table
Use this if your company:
• Pays for Performance, and
• Pays for Job rates
Def:
Mid-Point = Mid Point of Pay Grade
Grade E2
Min MID Max
RM2,000 RM2,500 RM3,000
http://totallyunrelatedrandomanddebatable.blogspot.com/
243. • Exercise:
• Determine your pay grades and salary points
(internal or external benchmark?)
• Draw your Compa Ratio Table
http://totallyunrelatedrandomanddebatable.blogspot.com/
244. Employee Differentiation through Relative
Performance and Talent Management
http://totallyunrelatedrandomanddebatable.blogspot.com/
249. Employee Distinction
• Identify POTENTIAL
2 3 4 5
PERFORMANCE
Group II Group I
5
( Potential) (Talent Pool)
4
Group IV Group III
3
(Counseling) ( Performance)
2
http://totallyunrelatedrandomanddebatable.blogspot.com/
250. Talent Strategy: C&B
1. Eliminate Staff Awards 1. Additional Profit Sharing
2. Eliminate Staff Trips points for TP
3. Eliminate HOD trips 2. ↑ Pay for Performers,
4. Remove Salary structure ↓ pay for Non-
limitations for TP Performers
5. Premium Group Pay 3. Additional % during
annual increments
6. Year-round
4. Special Allowances
promotions/increment
5. SCL Allowances
7. Spot Bonus Pool
6. Flexitime
http://totallyunrelatedrandomanddebatable.blogspot.com/
251. Curse of the Bell Curve
‘A’ ‘B’ ‘C’ ‘D’ ‘E’
Staff Staff Staff Staff Staff
http://totallyunrelatedrandomanddebatable.blogspot.com/
258. Demographic Segmentation
- General
Veterans (Pre-Boomers)
1934-1945
Gen Y
Boomers
(Millennials, Netster)
1945-1960
1980+
Gen X (Cusper, Buster)
1960 - 1980
http://totallyunrelatedrandomanddebatable.blogspot.com/
Editor's Notes
Good morning/afternoon. I’m Katherine Spencer Lee, executive director of Robert Half Technology. [GIVE A BRIEF DESCRIPTION OF THE COMPANY AND WHAT YOU DO]. As most of you know, hiring mistakes are costly. They can be made in an instant but can require significant money and time to correct. Not to mention, poor employees can harm your group’s reputation and productivity. A new help desk professional who lacks grace under pressure or an ability to explain complex information clearly to end-users, for instance, can quickly generate a host of problems for your team. While not all hiring mistakes can be avoided, many can be prevented with a strategic hiring process. Today, I’m here to share some ideas to help you establish a system that works for you.
Each of the 5 Job Families have been independently validated. Norms and interview questions have also been tailored for each of the Job Families Call Center applicants would be scored as “Administrative/Clerical”
Each of the 5 Job Families have been independently validated. Norms and interview questions have also been tailored for each of the Job Families Call Center applicants would be scored as “Administrative/Clerical”
This survey sends a clear message to any organization – Be attentive to the applicant – it can be the difference between getting the candidate you want and losing a talented person to the competition.
Each of the 5 Job Families have been independently validated. Norms and interview questions have also been tailored for each of the Job Families Call Center applicants would be scored as “Administrative/Clerical”
Each of the 5 Job Families have been independently validated. Norms and interview questions have also been tailored for each of the Job Families Call Center applicants would be scored as “Administrative/Clerical”
The first hiring mistake I’d like to talk about is filling desks, not needs. When you lose someone in your group, it’s tempting to hire someone for the open position without giving the situation much thought. But every time you have a vacancy, it’s an opportunity to analyze what type of skills will most efficiently and effectively satisfy your staffing needs. Your analysis might show, for example, that instead of replacing a Level-2 professional with someone with the same experience and skills, you would benefit more by hiring another person to handle first-tier calls. Alternately, you may distribute someone’s responsibilities among the members of your current team and supplement their efforts with contract IT professionals.
Another common mistake is failing to make recruiting an ongoing priority. The best employers identify and track the workers they really want, and their hunts are constant – not just when job openings arise. Vacancies can occur when you least expect them, so it is always smart to have an active base of candidates. Even if you’re not hiring, stay in touch with prospective candidates. These may include people who have contacted your firm about help desk positions and individuals referred to you by employees. [KSL – Do you have an anecdote about a candidate you’ve “tracked” that turned into a great hire?] Invite the professionals you meet to informal company events, such as after-work team outings and barbecues. That way, they’ll get to know your company and you can see how they interact with others on the help desk team. Participate in associations like the Help Desk Institute to meet good candidates. Finally, use your company website to collect resumes. You don’t have to list specific positions – just provide enough information so help desk professionals know how to submit their resumes and note that your company is always seeking top talent. When you receive a good resume, invite the person for an interview and let him or her know that while you’re not hiring now, you may be in the future.
[ ASK AUDIENCE: HOW MANY OF YOU HAVE SEEN AN UNREALISTIC JOB DESCRIPTION LIKE THE ONE ABOVE? ] [NOW, HOW MANY OF YOU HAVE POSTED AN AD LIKE THIS BEFORE? WELL, YOU’RE NOT ALONE, IT’S A COMMON MISTAKE.] Descriptions like this often occur when firms are trying to replace one person who performed many roles or combine several jobs into one. They are also seen when employers feel the job market is in their favor and they can raise the bar on the types of candidates they’ll consider. While there is nothing wrong with aiming high, you may not attract very many applicants if you aim too high with your requirements. Candidates who see these requirements are likely to pass your firm by in search of employers with more realistic expectations. And there aren’t too many help desk professionals with the background outlined above who are willing to take a Level-2 help desk position, let alone one requiring night and weekend work. Carefully assess your job requirements before searching for candidates to make sure you are seeking the skills essential to performing the job effectively. You may also want other managers and staff to take a look at the job description to make sure it is realistic.
Keep in mind, too, that if your job descriptions are too vague, you may be inundated with resumes from unqualified candidates because they are unclear exactly what you are looking for. The Mystery Job Ad outlined above doesn’t tell applicants exactly what you need: What does a Level-2 help desk professional do at your company? Do you seek someone with basic computer skills or in-depth knowledge of Windows systems? Does a flexible work schedule mean a four-day work week or being available 24 hours a day, seven days a week? The goal is to create a job ad that is eye-catching and shows that you’re a top-notch firm. Your ad doesn’t need to be the largest on the page, but it should make a positive impression with candidates. Remember, people may be scanning through many other similar ads and you want yours to stand out for the right reasons. [KSL -- Let audience know they can pick up a copy of RHT Glossary of Job Descriptions and a Salary Guide after the session.]
When you place an ad soliciting resumes, establish a system for managing them before they arrive. An effective system should include: Benchmarks (You want to screen people in, not screen people out. There’s “must haves” and “nice to haves.”) Special requirements Qualifications/attributes critical to strong performance The best way to evaluate resumes is to review them all at once. Do not review them sporadically as they come in. Store them in a folder to look at when you have some quiet time and won’t be interrupted. This will allow you to give everyone equal and fair consideration. Don’t wait too long to review resumes though; strong candidates may be recruited by multiple companies. You can’t afford to procrastinate during this process. ((Can refer to today’s tightening labor market)) Reviewing resumes is a job you should not delegate. Why? Because someone else may not be able to spot “resumes in the rough” – those sent by that ideal employee who, unfortunately, has poor resume-writing skills.
Executives surveyed by our company recently cited typos or grammatical errors as the most common resume mistake. [ ASK AUDIENCE: WHAT ARE SOME OF THE OTHER RESUME “RED FLAGS” THAT COME TO MIND?] Make sure you’re paying attention to these issues as you screen resumes. Take note of the wording in each resume. Does the candidate concretely define his or her role? Phrases like “participated in,” “familiar with,” or “in association,” for example, can signal that the candidate lacks expertise in a particular area. Functional resumes – those organized by various categories, such as skills and qualifications – sometimes are used to conceal information, like numerous employment gaps. Watch out for holes in this type of resume. In general, it’s a good idea to start at the bottom of each resume and work your way up, as candidates tend to list their least flattering information last. In addition to wording and organization, consider the overall look of the resume. One with typos or formatting mistakes can signal a candidate lacks attention to detail or isn’t that interested in the job. However, keep in mind that some help desk professionals just aren’t good resume writers. You don’t always need to hire the candidate with the most polished presentation skills. But you do want to rule out someone who is excessively sloppy or unprofessional.
[ ASK AUDIENCE: HOW EFFECTIVE DO YOU THINK INTERVIEWS ARE AT ASSESSING CANDIDATES? ] Research from the University of Michigan found that “the typical interview increases the likelihood of choosing the best candidate by a mere two percent.” That’s probably because many managers aren’t very good interviewers. [ ASK AUDIENCE: HAVE YOU RECEIVED ANY FORMAL INTERVIEW TRAINING? IF NOT, HOW DID YOU LEARN? ] One of the biggest problems is that many managers tend to “wing” the interview. But this is one area where you want to plan ahead. Just as with every other step of the hiring process, you need to have a system in place. This will give you an objective standard on which to base your conclusions. Check in with more senior colleagues who may have had more experience interviewing for tips on techniques they felt were particularly insightful. There also are a number of sources online that can provide you with useful information. Job boards and publications such as the Wall St. Journal’s CareerJournal.com, and Workforce Management magazine’s www.workforce.com also offer great advice. In addition, ask your interviewees roughly the same number of questions, and take notes on their responses to ensure you’re evaluating consistently.
Timing is important with job interviews. [READ FROM SLIDE.] Why is the morning the best time to interview candidates? In general, it’s when you are likely to be less distracted. You need to schedule interviews for quiet times. If you’re likely to be interrupted in your office, hold the meeting somewhere else, such as a small conference room. In my experience, the first candidate is somewhat less likely to be hired. That’s often because the hiring manager simply can’t remember that person very well. It also could be because the interviewer is worried about hiring the first person without having evaluated other applicants. Either way, it’s a potential bias to be aware of when making your hiring decisions.
When interviewing, start out with a basic ice-breaker question that will make it clear you’ve done your homework on the candidate. This is the type of question that the person should be expecting, and you may get a well-rehearsed answer. However, you are just trying to get the conversation started. After a few easy questions, you’ll want to move into more challenging territory. Questions such as: [ READ QUESTIONS FROM SLIDE. ] When inquiring about a candidate’s professional achievements, try to determine how he or she defines success. Is it through winning customer service awards? Handling difficult technical questions successfully? Collaborating with others? Is the person’s idea of success in synch with yours and the firm’s? When you ask about working with a difficult end-user or manager, pay attention to how the candidate defines “difficult.” For example, if a previous supervisor is defined as a micromanager, it may suggest the person prefers a hands-off management style. Note how the candidate describes the situation. Is the person diplomatic? By asking the candidate what kind of environment he or she will be least comfortable in, you’re more likely to get a candid answer. If you inquire about his or her preferred work environment, the interviewee will likely describe what is known about your organization.
When progressing through the interview, it’s important to remember that if you’re doing most of the talking, you’re making a mistake. Your goal is to get the candidate to talk. I’m not suggesting you keep candidates in the dark, but it’s best to keep your remarks brief. You might be tempted to give a long history of your company during the interview, Savvy help desk professionals will use the information you provide to tell you exactly what you want to hear. Make sure you’re listening attentively during the interview. This can be more challenging than you think. Sometimes managers begin rehearsing in their minds the next question they intend to ask while an applicant is still answering the earlier question. There’s also a tendency during interviews to draw conclusions before the candidate has completed the discussion. While you may be impressed early on to learn an applicant possesses highly sought-after database expertise or find yourself feeling discouraged when you discover the individual never pursued formal education or training beyond high school, avoid jumping to conclusions.
It’s not uncommon to focus on technical skills during the interview, as they’re more easily discussed and defined. But a help desk professional’s attitude and values are equally, if not more, important. Most people can learn how to use new technologies, but it’s harder to change attitudes. Make sure you’re giving soft skills enough attention during interviews. You want help desk staff who have the communication and problem-solving skills to deal with unscripted technical problems appropriately. Exceptional customer service skills can make all the difference. [ ASK AUDIENCE: HOW MANY OF YOU USE STAGED PHONE CALLS TO EVALUATE CANDIDATES’ PHONE SKILLS FIRSTHAND? ] If not, you may find it beneficial to include this step in your interview process. Someone may interview well but not necessarily have what it takes to work the phones. Remember, end-users will base their satisfaction with your team mostly on auditory performance. You should be certain you’re hiring a skilled communicator who will make the right impression with end-users. Here are some other signs to look for in help desk professionals during the interview. [REFER TO SLIDE.]
Another common hiring mistake in today’s team-oriented workplace is to allow many people to have a say in the final hiring decision. It can be tempting to invite everyone on your help desk team to meet and speak with potential hires so they can weigh in on the selection, particularly if you’re a small group. But be wary of this approach: If you bring too many employees into the process, you may end up selecting the least objectionable candidate rather than the best one. Some participants may insist that applicants meet certain criteria while others may have different motivations, such as choosing someone who is a personality fit. Emotions can come into play, making it difficult for everyone to agree on the right person for the job.
Help desk managers, eager to fill critical vacancies in a tight labor market, sometimes make the mistake of rushing the hiring decision. Rather than having applicants go through standard procedures, such as two interviews followed by reference checks, they might extend an offer as early as the initial meeting. While streamlining hiring procedures may be valuable – for instance, having a promising candidate attend a second interview the same morning as the first – skipping stages altogether can be risky. As much as you may need someone on staff right away, you will lose time and money in the long run if that person proves to be a poor match to the job and company. Be sure you know as much as possible about whom you’re hiring before making your final decision.
And while you don’t want to make hiring decisions in haste, you also don’t want to drag your feet or you risk alienating or losing quality candidates. So, be careful not to take too long, either, in making your decision. Chief information officers surveyed for our 2 nd -quarter 2006 IT Hiring Index and Skills Report noted that help desk/end-user support is the fastest growing job category within their IT departments. Chances are if you’re looking for more staff, so are your competitors. Try to move things along at a fairly brisk pace and keep help desk candidates informed of where you are in the process. The last thing you want is to lose promising applicants to other offers because they didn’t know they were frontrunners for the position or because you waited a month to extend your offer. [ ASK AUDIENCE: HAS ANYONE LOST OUT ON A CANDIDATE BECAUSE THE HIRING PROCESS TOOK TOO LONG?] [ KSL – Do you have an anecdotal example of this from one of our clients or could you state that we see this in our work with some firms. ]
Now that you’ve wrapped up the interview process and feel you’ve found a quality candidate, be careful that you don’t go too far trying to convince him or her to accept an offer if they seem reluctant. It’s tempting to pull out all the stops to lure someone to your team once you’ve decided you’d like to hire him or her, but set some limits. While it’s fine to negotiate salary, vacation days and other considerations, if a candidate shows too much hesitancy when making a decision, it’s probably best to take a pass. Even if you convince that person to accept your offer, he or she may leave as soon as a better position comes along. There’s a particular tendency to go to the extreme in order to secure “superstar” candidates – those who excelled in their former roles. However, a help desk professional who was a superstar at a large corporation with plenty of resources may not be such an asset in your midsize organization. A Harvard research study found that superstars’ past performance depended at least as much on their former employers’ resources and infrastructure as it did on individual talent.
Finally, don’t underestimate the importance of conducting effective reference checks. Never skip or gloss over this step, even if you’ve had trouble generating useful references in the past. It is worth talking to at least three references to verify information provided by the candidate and to gain insights into the person as an employee. The best questions are open-ended yet specific enough to yield valuable information. Word your questions carefully when checking references. You’ll receive more thoughtful responses. [KSL – Can you share with audience any reference-check questions you’ve had particular success with?] If you speak with an individual who is reluctant to provide assistance, explain that his or her candid comments can help you make sure the applicant is an ideal fit for the position. Acknowledge that no one wants the candidate to be unsuccessful in a job. In addition to what is being said, pay attention to the tone of the response. Is there hesitation? How much enthusiasm does the reference show? Similar to the interview, you don’t want to dominate the conversation. Your goal is to get the person providing the reference to do most of the talking.
Also seek a variety of references – from supervisors, colleagues and others in the organization. We all know people who get along with their bosses but not their colleagues, and vice versa. Finally, do all reference checking yourself: You’ll obtain more accurate and in-depth information speaking to your peers than you would having an HR representative or staff member manage the task. Being closer to the actual position, you should also know what questions to ask.
Also seek a variety of references – from supervisors, colleagues and others in the organization. We all know people who get along with their bosses but not their colleagues, and vice versa. Finally, do all reference checking yourself: You’ll obtain more accurate and in-depth information speaking to your peers than you would having an HR representative or staff member manage the task. Being closer to the actual position, you should also know what questions to ask.
Also seek a variety of references – from supervisors, colleagues and others in the organization. We all know people who get along with their bosses but not their colleagues, and vice versa. Finally, do all reference checking yourself: You’ll obtain more accurate and in-depth information speaking to your peers than you would having an HR representative or staff member manage the task. Being closer to the actual position, you should also know what questions to ask.
Also seek a variety of references – from supervisors, colleagues and others in the organization. We all know people who get along with their bosses but not their colleagues, and vice versa. Finally, do all reference checking yourself: You’ll obtain more accurate and in-depth information speaking to your peers than you would having an HR representative or staff member manage the task. Being closer to the actual position, you should also know what questions to ask.
Also seek a variety of references – from supervisors, colleagues and others in the organization. We all know people who get along with their bosses but not their colleagues, and vice versa. Finally, do all reference checking yourself: You’ll obtain more accurate and in-depth information speaking to your peers than you would having an HR representative or staff member manage the task. Being closer to the actual position, you should also know what questions to ask.
Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale?
Example: Define ‘Initiative’ How do rate Initiative on a 10-pt scale? Exercise: Determine 1 core Competency/Values you want to evaluate Create a list of 5 ‘observable’ behaviors of that competency
Three Steps to Assertive Communication: 1. Describe the situation or idea as clearly and specifically as you can. 2. Express how you feel about the situation. (Note: Use &quot;I&quot; or &quot;My&quot; statements to refer to how you are feeling and what you are thinking.) 3. Specify what you want. Include a specific deadline.
This grid and discipline will also help in: managing conflicts on where limited resources should go Solve the problem of ever compounding activities and resources
B. Adopting creative approaches and models to attract and identify right talents There are many definitions of Talent. Don’t listen blindly to Consultants nor simply trust books nor MNC practices.
Performance The ability of a person to meet current expectations Key Words: Results, Targets, KPIs, Achievement, Expectations, Training, Job Concentrates on the Past i.e. what the person has done Potential The capacity of a person to meet future expectations Key Words: Competencies, Learning, Fit, Adversity, Failure rate, Development, Career Concentrates of the Future
Group 1: High Potential, High Performance (Talent) Staff this category will automatically be placed in the company’s Succession Plans. Be the first priority to be considered for any promotions or upgrading exercises. Career Acceleration + Specialist Career Paths. Group 2: Average Potential, High Performance (Leadership Issues) Leadership, motivational and cultural development would be given to these staff while they perform in their current positions. Group 3: High Potential, Average Performance (Potential) Should not be given career advancement unless performance improves. Good targets for transfers or job rotations to departments that require urgent manpower. Group 4: Average Potential, Low Performance (Issues) Staff in this group should be monitored closely by HR. They should be eventually moved out of their current work function, department or even the company entirely.
COMM = Internal Comm (Sales Marketing) + External Comm (PR Marketing)
So… the definition for effective COMM for Marketing applies to PR as well! What about CSR? That’s another topic for another time. CNI’s business itself is CSR, in BDP (Entrepreneur Development), Products (Health, Quality, Affordability), and Yayasan (less fortunate) What about Share Price (i.e. Investor Relations)? Secondary. Primary goal of Public Listing was to generate ‘WOM’ excitement for F/L, generate public credibility for Sponsoring.
If this is not a achieved, PR/Corp Comm has failed its job. Fair? Not fair? Who cares?
Now let’s look at it from a HR perspective...
Just a thought… are we in business for loyalty or for consumption? Actually = BOTH are important and must be in balance. But today’s conference is on one side of the Equation and we must be mindful of that. We are still in the topic of Philosophy. So… are we in business for Retention or Performance?
Using the concept from Marketing on “Positioning” to explain the concept
Can you answer the question? If not, you have no talent management strategy…what you have are a bunch of ideas from books, MNC best practices and Consultant advice and HOPE they will work
Refer to Handout: Managing Change – Understanding the Demographics of the Evolving Workforce.pdf Engaging the Four Generations of Workers Exercise: What are the Demographic spreads for your ‘Current’ vs. ‘Ideal’ Brand? What appeals to your ‘Ideal’ segment? What do you need to do to Brand your company?
Exercise: What are the Demographic spreads for your ‘Current’ vs. ‘Ideal’ Brand? What appeals to your ‘Ideal’ segment? What do you need to do to Brand your company?
Refer Handout: GEN Y ranking of job considerations 10 non-monetary benefits to attract and retain top developers Exercise: Strategies for ‘Women’?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?
This grid and discipline will also help in: managing conflicts on where limited resources should go Solve the problem of ever compounding activities and resources
This grid and discipline will also help in: managing conflicts on where limited resources should go Solve the problem of ever compounding activities and resources
Exercise: Plot what tools you want to use for Internal Branding for your Company. Indicate Gaps where you need to improve or add
Refer Handout: 1. Job Boards Tap Facebook For Gen Y Workers.pdf Notes: *Rising importance of Top Management Bloggers, Google Alerts, Youtube, and RSS Candidates also listen to Bloggers; all with differing opinions; some cannot be trusted
Red Circle: Areas where EXISTING EMPLOYEES has influence over how it will turn out, be perceived, or communicated
Group 1: High Potential, High Performance (Talent) Staff this category will automatically be placed in the company’s Succession Plans. Be the first priority to be considered for any promotions or upgrading exercises. Career Acceleration + Specialist Career Paths. Group 2: Average Potential, High Performance (Leadership Issues) Leadership, motivational and cultural development would be given to these staff while they perform in their current positions. Group 3: High Potential, Average Performance (Potential) Should not be given career advancement unless performance improves. Good targets for transfers or job rotations to departments that require urgent manpower. Group 4: Average Potential, Low Performance (Issues) Staff in this group should be monitored closely by HR. They should be eventually moved out of their current work function, department or even the company entirely.
Refer to Handout: Managing Change – Understanding the Demographics of the Evolving Workforce.pdf Engaging the Four Generations of Workers Exercise: What are the Demographic spreads for your ‘Current’ vs. ‘Ideal’ Brand? What appeals to your ‘Ideal’ segment? What do you need to do to Brand your company?
Exercise: What are the Demographic spreads for your ‘Current’ vs. ‘Ideal’ Brand? What appeals to your ‘Ideal’ segment? What do you need to do to Brand your company?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?
Exercise : Plot the graph above using your Targeted Segments (1-10) vs. Current Brand positioning (1-10) Indicate where are the Gaps What can we do about the Gaps?