HELPING THE JOB CANDIDATE MAKE THE RIGHT DECISION
Gone are the days when a good financial offer is enough to entice a candidate to accept a job. It wasn’t that long ago, that just making an offer resulted in a new hire. Today, being effective in getting the right people on board is a key HR activity that directly supports the organization’s strategic plan. Successful staffing professionals need the skills to communicate effectively to entice a selected job candidate to really want to work for the company.
The job interview process affords very little time to be effective in communicating value to the job candidate. Thus, the staffing professional must be very efficient in using this time. All senior HR professionals seek to minimize the risk that after investing time and money in selecting a candidate for a critical role in the company only to have that candidate choose not to come on board. Knowing the best tools and techniques for communicating the emotional content of the potential job is a key requirement to mitigating that risk. The Helping the Job Candidate Make the Right Decision seminar teaches a set of tools and techniques proven to enable this sort of communication.
Developing the workforce always begins when the job candidate first encounters the organization. Often, that event is the job interview process. Creating the right psychological environment that builds the desired candidate’s attraction to the organization is a crucial part of the onboarding and integration activity.
Although the seminar is focused on the interview process, understanding how to use the tools spills over into organizational activities that can greatly help keep workers highly engaged. Employee engagement starts during the interviewing and selection activities of the Talent Acquisition processes. Knowing and using the tools available to a senior professional in Human Resources is foundational to success in this area.
Research shows that what most influences the candidate’s decision is what the candidate says. The seminar explains this scientific finding and how the senior HR professional can employ this insight to help the candidate feel the value of the job which might be offered.
We get the candidate to talk by asking three key types of questions. All three, when used properly, can create answers that are highly influential to the candidate. The three question types are:
· The Intent Question
· The Peak/End Question
· The Counterfactual Hypothetical Question.
The seminar teaches when an how to use these three question types and what modulates their effectiveness. The answer to the Counterfactual Hypothetical must be set up before it is asked. To do this, the seminar teaches a simple technique for crafting stories.
Stories give us three valuable components that normal answers do not. The technique encourages the senior professional staffing manager to answer the candidate’s questions with stories rather than just the facts. The seminar teaches that there are two specific kinds of stories the staffing professional should tell, and how to build a story such that it is engaging, emotionally impactful, and highly credible.
The stories set up the Counterfactual Hypothetical, which the science (and experience) says can be highly influential on decision making.
The seminar concludes with a recommended three person interview strategy that incorporates all the elements taught in the seminar. The first interviewer determines competencies; the second determines fit; and the third leverages what the first two have set up to sell the candidate on the company.
Before the candidate is selected for the interview process you already know their experience, skills, and education. What you need to know are their competencies, and how well they will fit – would you like working with this person. The first interviewer uses behavioral event questions to uncover the relevant competencies for the job, i.e. leadership, communication, teaming, and problem solving abilities. The second interviewer uses a conversational style interview to determine fit. When the candidate meets the requirements of the first two interviewer, she or he is passed to the third interviewer whose role it to close the deal and create the desire to work here in the candidate. The first two interviewers help set up the questions the third interviewer uses.
Bill Burnett is the founder of WBurnett, LLC which reshapes sales and manufacturing strategies for clients by using field-tested, proven insights from behavioral economics, psychology and neuroscience.
He has published five books on workplace performance and has held several senior corporate leadership positions, including:
SVP of Global Operations and Strategic Initiatives - Diners Club
VP of Operations, Merchant Services – Bank of America
Finance Manager – Citibank
Bill’s educational background is varied and broad based:
Masters in Finance & International Business – University of South Carolina
BA in Philosophy (Magna Cum Laude) w/ Accounting Minor – University of Northern Colorado
This program is pending approval for 1.5 credit hours towards PHR/SPHR recertification through the HR Certification Institute (HRCI) as well as 1.5 professional development credits (PDC's) toward SHRM-CP and SHRM-SCP certification.
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