Employees selection, recruiting & interviewing skills

1. Employeesselection, recruiting & interviewing skills

2. Program Outline • Introduction • What is going on? • What is branding? • The War for Talents • The Initial Process • Job Analysis • Job Description • Job Specification • CADI Model • The Interview Plan • Questioning Techniques • Behavioral Interviewing (Questioning) Technique • STAR Approach • Summary 1st day 2nd day Prof. Dr. M. Amr Sadik

3. Who Am I? • M. Amr Sadik • Doctorate degrees in HRM & HRD, City and Trinity Universities, USA • Certified HR Executive, AH&MA, Michigan State University, USA • INTEX, Vice President, Curriculum Development • HRM Professor at University of Maastricht, Holland and City University, USA • Chief Operating Officer, City University, Middle East • More than 25 years of HRM & HRD practical experience in hotels and telecommunication industries “Sheraton, Novotel, Movenpick, Safir, Meridien & Orascom” Prof. Dr. M. Amr Sadik

4. Program Goal • At the end of the program you will be able to:- • Prepare systematically for selection interviews identifying criteria against which to select the most suitable applicant • Plan the interview structure • Create the right atmosphere and control the interview by using the appropriate conversational and questioning techniques • Make sound decisions against pre-determined selection criteria Prof. Dr. M. Amr Sadik

5. What is Your….. Expectations! Prof. Dr. M. Amr Sadik

6. Introduction What is Going On? The Recruitment Battle

7. Current Market Battle • During the past two decades, organizations have come under increasing competitive pressure. Intensified competition, slower growth and even declining markets that have forced companies to reduce costs and focus on the added value of people, processes and structure. Prof. Dr. M. Amr Sadik

8. Hospitality Battle • Labor Intensive • Franchising • Resistant to Automation & Downsizing • Poor Pay & Working Conditions Prof. Dr. M. Amr Sadik

9. Recruitment Battle • Overall image: the industry is widely undervalued by its own staff and by potential recruits. Many employees in lower-paid jobs lack a sense of professional pride. • Pay: whilst the average wage in the tourism sector meets national average wage standards, other sectors in local labor markets offer jobs with more attractive pay. • Working hours: hotel, restaurant and other service sub-sectors within the industry often require anti-social working hours. For the workforce, these dictate a lifestyle which compares unfavorably with that offered by other sources of employment. • Career prospects: the industry is perceived as offering temporary jobs, rather than progressive, career opportunities. Prof. Dr. M. Amr Sadik

10. Recruitment Battle • Skills shortages: employers cite skills shortages as a barrier to recruitment. • Recruitment practices: many employers adopt traditional approaches which make little attempt to access the widest potential workforce. • Education mismatch: some schools and colleges offer qualifications which cannot easily be placed in the local industry. • Lost opportunities: work placement schemes which do not adhere to best practice break the vital link between the industry and its potential recruits. Prof. Dr. M. Amr Sadik

11. GATT & Globalization Impacts • English is the language of globalization • Cheap offshore production • Reduced transport costs • Virtual communication • Standardization of logistics • Global marketing • Jobs in services rather than manufacturing • Workers provide services rather than “do a job” • End of “lifetime” employment • Individuals manage more of their own affairs Prof. Dr. M. Amr Sadik

12. Further Implications • Employment Relationships • Companies should pursuing high performance work practices through; • Participation & Involvement in Decision Making, • Empowerment, • Above-average Pay, • T&D, and • Job Security. Prof. Dr. M. Amr Sadik

13. Further Implications • Outsourcing Focuses on Core Competencies • Then downsizing to cut costs • Can cause deskilling that may results to reemploy redundant staff at higher wages Prof. Dr. M. Amr Sadik

14. Further Implications • Recruitment & Selection • Trend towards Internet recruiting • May expose the firm to problems of security • Tend to attract large numbers of under-and-over qualified staff • Work best for new graduates • The use of assessment centers & psychological tests Prof. Dr. M. Amr Sadik

15. Further Implications • Performance Management Vs. Performance Appraisal • More frequent feedback & coaching Prof. Dr. M. Amr Sadik

16. Possible Solutions • Go internal first • Have a positive image in the market place • How do you manage your staff? Prof. Dr. M. Amr Sadik

17. “Rely on how we are unable to be attacked” • Never assume that you will not face “big box” competition • Begin to strengthen your business now; do you have • Strong and talented staff? • Strong deployment of technology to keep you efficient? • Share of mind as well as heart with your current customers and employees? • An obsession with what your competitors are doing? Prof. Dr. M. Amr Sadik

18. Challenges…… Prof. Dr. M. Amr Sadik

19. What do Organizations Facing? • Globalization & global business trends • Political development, direction of national economy and market trends • Intellectual basis of human resource management • Scientific approach in planning process • Role of technology in business's growth • Brain Drain Prof. Dr. M. Amr Sadik

20. What do Organizations Facing? • Critical Challenges today Attracting the RIGHT people Retaining (and motivating) them Focusing on top performers’ needs Engaging employees Prof. Dr. M. Amr Sadik

21. Finally…… “The traditional psychological contract, and exchange of long-term employment for employee loyalty, is now widely undermined” • A New Psychological Contract • Staff will stay if they want to stay – commitment is mainly driven by emotional attachment. • The right mix of values, attitudes, terms and benefits is key. Prof. Dr. M. Amr Sadik

22. So, You Want Loyalty? Get a Dog Prof. Dr. M. Amr Sadik

23. In Conclusion • Companies should discover that they need a significantly greater level of competence, speed, flexibility and dedication from employees than before. • Human Resources function no longer exists as a distinct function. Prof. Dr. M. Amr Sadik

24. What isbranding?

25. If Your Company was a “Person” • What would their personality be like? • What person(s) and object(`s) would epitomise the brand? • What behaviour would their personality and identity promise? Prof. Dr. M. Amr Sadik

26. What is Brand? • Features (What your product/service is) • Benefits (Needs and wants that your product/service meets) • Values (What the customer associates with the product) Brands enable customers to instinctively make purchasing decisions Prof. Dr. M. Amr Sadik

27. The Employer Brand • The combination of factors which differentiate you as an employer. • Shape the perceptions of past, present and future employees • Position you with other stakeholders (local communities, industry bodies, etc.) Prof. Dr. M. Amr Sadik

28. Vision & Leadership Policies & Procedures Post – Employment Reward Systems Values Working Environment Corporate Personality External Reputation Development Performance Management Communication Recruitment & Induction The Employer Brand Prof. Dr. M. Amr Sadik

29. An Employment Brand Should Be: Authentic Unique Consistent Relevant Prof. Dr. M. Amr Sadik

30. Competition Culture Change People Orientation Develop the Employer Brand Change Management Active Participation Quality Support Brand Customer Focus Prof. Dr. M. Amr Sadik

31. The Value Proposition: Building the Bridge “I know who I am and what I want…” “…but who are you and what do you have to offer me?” Prof. Dr. M. Amr Sadik

32. Identify your existing • employment values. • Company or Product Brand • Compensation & Benefits • Work Environment • Work-Life Balance • Organizational Environment Assess your Results and make modifications. Identify what your target audience values and expects. Communicate the value proposition consistently through right sources. Create a value proposition that Differentiates company and That you can deliver. Creating Employment Branding Employment Branding = Value Proposition + Ability to Deliver + Effective Communication Prof. Dr. M. Amr Sadik

33. The Eight Elements of a Successful Employment Brand • A culture of sharing and continuous improvement • A balance between good management and high productivity • Obtaining public recognition • Employees “proactively” telling stories • Getting talked about • Becoming a benchmark organization • Increasing candidate awareness of your best practices • Branding assessment metrics Dr. John Sullivan Prof. Dr. M. Amr Sadik

34. TheWarfortalents

35. Sun Tzu said…. The Art of War is of vital importance to the State. It is a matter of life and death, a road either to safety or to ruin. Hence it is a subject of inquiry, which can on no account be neglected. Prof. Dr. M. Amr Sadik

36. HR Practitioners Saying…. The War for Talentis of vital importance to the organization. It is a matter of life and death, a road either to prosperity, gaining and sustaining competitive advantage, or to ruin. Hence it is a subject of inquiry which can on no account be neglected. Prof. Dr. M. Amr Sadik

37. Organizations Have…Options Either to Invest in Turnover Or Invest in Employees Prof. Dr. M. Amr Sadik

38. Prof. Dr. M. Amr Sadik

39. Retention and Turnover How can your company engage and retain its top performers during this war for talent? Prof. Dr. M. Amr Sadik

40. So Either Spend Money on Employees or on Turnover • WOW them • Make work something they will call their best friend about • Surround them with good people • Define their purpose & its importance every day • Listen & Understand their needs and strengths Prof. Dr. M. Amr Sadik

41. Raise Expectations for Employees • Give them a strategy and get out of the way • Being Self directed is a way of life • Listen to their input • Referral bonus - ask them to recommend high quality staff • Build on their strengths, work around their weaknesses Prof. Dr. M. Amr Sadik

42. 5 Key Areas to Win the War 1- Embrace A Talent Mindset. 2- Craft A Winning Employee Value Proposition (EVP). 3- Rebuild Your Recruiting Strategy. 4- Weave Development Into Your Organization. 5- Differentiate And Affirm Your People. Prof. Dr. M. Amr Sadik

43. Embrace A Talent Mindset. • Simply put, a talent mindset is committing to the view that without great talent you won't succeed. • This is a mindset that does not just come out of the HR office. • It's a commitment that needs to be made at every level of the organization-from the CEO down. Prof. Dr. M. Amr Sadik

44. Cont. Craft A Winning Employee Value Proposition (EVP). • Most companies have a mission statement as well as a value proposition aimed at customers. Why not have the same for employees? Tell your current and prospective employees why they should work for you. • And don't forget: an EVP is not about money alone. • It reflects the unique opportunities and challenges your company has to offer. Prof. Dr. M. Amr Sadik

45. Cont. Rebuild Your Recruiting Strategy. • These days candidates are everywhere, but employers are often passive. • They're not looking for talent until they have a job requirement to fill. • The strategic approach is always be on the lookout for the best people to hire at all levels of the company. Prof. Dr. M. Amr Sadik

46. Cont. Weave Development Into Your Organization • One of the main reasons employees cite for leaving a job is lack of advancement and professional development opportunities. • Development is not just on-the-job training but coaching, mentoring and providing people with opportunities to enhance their skills and talents. • Believe it or not, most mid and upper-level employees have not had a performance review in years. Prof. Dr. M. Amr Sadik

47. Cont. Differentiate And Affirm Your People. • Another reason people say they leave jobs is because they don't feel valued. • Do you acknowledge your people for being a part of a winning team? Review your organization and identify where people fit in the structure. • When performance levels are high, reward them accordingly and strive to enhance their abilities. • That's the way to build a winning team. Prof. Dr. M. Amr Sadik

48. 4 Strategies for Winning the War Create Align Measure Measure Prof. Dr. M. Amr Sadik

49. Measure employee performance 4 Measure the impact of employee training and development Create, integrate and frequently communicate the core values 3 1 Align all hiring practices 2 4 Strategies for Winning the War Prof. Dr. M. Amr Sadik

50. Remember!! The War for Talent has moved to the Internet. The War for Talent is escalating. Prof. Dr. M. Amr Sadik