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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Chapter 5. Create the Organizational Chart: Step 1

Take my assets, but leave my organization and in five years I'll have it all back.

Alfred P. Sloan, Jr.

An organizational chart (or org chart) is the first step in a strong hiring process. Some clients are surprised when I tell them that companies that enjoy success in the art of hiring begin with the organizational chart. Why an org chart, they wonder? For three simple reasons:

  1. Creating an org chart forces you to decide exactly where the person will fit and what their title will be. The org chart provides you with clarity and the grounding you'll need once the interview process starts.

  2. The org chart is the "window display" for your position, in the sense that it's meant to give a glimpse of what a store offers—enough to lure the shopper to go inside. In this case, the window shopper is your candidate. Your org chart shows the candidate the level of the position, how many reports the position manages, and to whom he or she reports—all in a single glance. If they like what they see in the org chart, then they'll dive into the job description.

    Note

    Sticky Notes:

    • Creating an org chart increases your odds of hiring success.

    • Ensure org chart consensus among the hiring team.

    • Consider the org chart from the candidate's point of view

  3. The third reason is a bit less concrete but critical, nonetheless. The recruiting documents that you produce form job seekers' first impression of your company. Always assume you're competing with other companies for ...

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