You are previewing Match: A Systematic, Sane Process for Hiring the Right Person Every Time.

Match: A Systematic, Sane Process for Hiring the Right Person Every Time

  1. Copyright
  2. The Awakening
    1. Creating a Process
  3. Acknowledgments
    1. MATCH
  4. Introduction
    1. MATCH
    2. Systematic/Sane?
    3. How to Use This Book
    4. Frequently Asked Questions
      1. What kind of success can I expect from using the MATCH Process?
      2. Is MATCH right for my organization?
      3. Do I have to implement all the steps of MATCH?
      4. Does MATCH work across all industries?
      5. Why should I bother with MATCH?
  5. I. MATCH: The Foundation
    1. 1. Assume the Proper Mind-Set
    2. 2. Begin with the Mission
      1. 2.1. The Purpose of the Mission Statement from a Hiring Perspective
      2. 2.2. Thoughts on the Mission Statement Itself
      3. 2.3. Ownership of Mission
      4. 2.4. A Portion of the Ritz-Carlton Mission Statement
      5. 2.5. Avoid the Dilbert Web Site Mission Statement
    3. 3. Assemble the Hiring Team
      1. 3.1. Who Leads the Charge?
    4. 4. Clarify the Corporate Culture
      1. 4.1. Your Hiring Team and the Scorecard
  6. IIA. MATCH: The Process: Phase I—Preparing the Recruiting Plan
    1. 5. Create the Organizational Chart: Step 1
      1. 5.1. The Deeper Function of an Org Chart
    2. 6. Compile a Job Overview: Step 2
      1. 6.1. The Benefits of a Good Job Overview
      2. 6.2. The Skills Required
    3. 7. Create the Competency Profile: Step 3
      1. 7.1. The Process
      2. 7.2. Competency Profile
      3. 7.3. Behavioral Interviewing
      4. 7.4. Common Questions
    4. 8. Structure the Recruiting Plan: Step 4
      1. 8.1. Final Check before Launch of Recruiting Plan
      2. 8.2. Common Recruiting Methods
      3. 8.3. Never Set Hiring Deadlines
      4. 8.4. Thoughts on Recruiting Firms
  7. IIB. MATCH: The Process: Phase II—Implementing the Recruiting Plan
    1. 9. Conduct the Phone Screen: Step 5
      1. 9.1. Phone Screen
      2. 9.2. Developing and Using a Telephone Screening Form
      3. 9.3. The Dos and Don'ts of Interviewing
      4. 9.4. Tips on the Phone Screen
      5. 9.5. Closing and Clarification
      6. 9.6. Time-Saving Tips for Phone Screens
      7. 9.7. Using the Proper Equipment
      8. 9.8. Thoughts on Recruiting Firms and the Screening Process
    2. 10. Conduct the Face-to-Face Interview: Step 6
      1. 10.1. Overview
      2. 10.2. The Interview Format and Your Hiring Team
      3. 10.3. The Four Parts of the Interview Process
      4. 10.4. A Final Word: Where to Interview?
    3. 11. Check References: Step 7
      1. 11.1. Prior to the Reference Call
      2. 11.2. How to Get a Reference to Return Your Call Every Time
      3. 11.3. Using the Data Collected in the Reference Calls
      4. 11.4. The Value of References during the Interview Process
    4. 12. Perform Background Checks: Step 8
  8. III. MATCH: The Process: Phase III—Executing the Hire
    1. 13. Make the Decision: Step 9
      1. 13.1. Responsibilities
      2. 13.2. The Process
    2. 14. Extend the Offer: Step 10
      1. 14.1. Knowing What to Offer
      2. 14.2. Offer and Counteroffer
      3. 14.3. You're Still Only 90 Percent There
    3. 15. Receive Acceptance: Step 11
      1. 15.1. A Glimpse into the Other Side
      2. 15.2. What You Can Do
    4. 16. Perform Onboarding: Step 12
      1. 16.1. The Process
      2. 16.2. Effective Onboarding Programs
      3. 16.3. Onboarding's Increased Importance
      4. 16.4. Onboarding Checklist Sample 1
  9. IV. MATCH: The Process: Phase IV—Following Up
    1. 17. Retain the Employee: Step 13
      1. 17.1. First, Understand Your Own Framework
      2. 17.2. The Retention Areas
      3. 17.3. Mentoring
      4. 17.4. Retention Strategies
    2. 18. Test the Return on Investment: Step 14
      1. 18.1. Calculating and Avoiding the Cost of a Mishire
      2. 18.2. Analyzing Increased Revenue/Efficiency
      3. 18.3. Revenue per Employee (RPE)
      4. 18.4. Web Site Developer
      5. 18.5. Database Manager
      6. 18.6. Office Manager
      7. 18.7. Cultural Impact
      8. 18.8. The Best Candidate Available for the Money
      9. 18.9. Measuring ROI
    3. 19. Make the Process Stick: Step 15
      1. 19.1. Making the Right Process Stick
      2. 19.2. The Feedback Loop
      3. 19.3. A Suggested Format Is the Debrief Session
    4. 20. Foster a Culture of Effective Hiring: Step 16
      1. 20.1. Foster a Culture of Effective Hiring
      2. 20.2. Creating a Culture of Continuous Improvement in the Area of Hiring
      3. 20.3. The Mission Still Drives the Hire
  10. Conclusion
    1. So What Does MATCH Stand For?
    2. A View from Inside a Recruiting Firm
    3. A Lesson Learned
  11. I. A Word about Contractors
    1. A.1. Try Before You Buy
    2. A.2. The Benefits
    3. A.3. Managing Contractors
  12. II. Sample Documents for Hiring a Controller
    1. B.1. Sample Job Description
      1. B.1.1. Organizational Chart
    2. B.2. Sample Interview Questions
      1. B.2.1. Additional Questions
    3. B.3. Sample Reference Questions
      1. B.3.1. Additional Questions
  13. III. The Cost of a Mishire: The Story of the Bad Controller
    1. C.1. You Know Jack
      1. C.1.1. Story: The Bad Controller
  14. IV. Onboarding Checklist
  15. About the Author
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Appendix II. Sample Documents for Hiring a Controller

Included here are examples of three essential documents used in the MATCH hiring process (in this example, for a controller).

  1. Job description. The title should be an attention grabber that mentions both your type of company and the open position. Follow this title with:

    • The org chart, which allows the candidate to see very quickly where he or she will fit into the organization.

    • A brief description of the company and the primary, initial objectives. This section must include the size of the company and the industry.

    • More details of the skills, requirements, and other considerations. In this case, we have also added the salary. Many companies leave the salary off job descriptions. We do see some value in that, but in this case, the position is right in line with market, so no need to downplay it.

  2. Interview questions. An internally shared series of questions that would be asked to the candidates who are being interviewed. The idea to stress is that each candidate is asked the same questions so that you can compare apples to apples.

  3. Reference call questions. At least three references should be called for any candidate—in the case of controller, we'd suggest many more. As with the candidate interview questions, the questions should remain consistent for each reference to ensure a consistent comparison.

Sample Job Description

Controller with expected growth to CFO for expanding service organization Seeks Controller with Growth to CFO

Organizational ...

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