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 19. Make the Process Stick: Step 15

Champions keep playing until they get it right.

Billie Jean King

I remember first being exposed to the steps of the scientific method in middle school:

  1. Ask a question.

  2. Do background research.

  3. Form a hypothesis.

  4. Test the hypothesis by performing an experiment.

  5. Analyze the data.

  6. Draw a conclusion.

  7. If the hypothesis is true, report results. But if the hypothesis is false or only partially true, then go back and construct a new hypothesis.

Note

Sticky Notes:

  • Evaluate your hiring process like a scientist conducting an experiment.

  • Ask new hires how you could improve the process.

  • Schedule a debrief session to plan, do, observe, and reflect.

In the eighth grade, we used the scientific method to determine if a plant in the closet grew faster than one in the sun, or if warm tennis balls bounced higher than cold tennis balls. The MATCH process uses the same scientific approach to improve hiring within your company. When you achieve a successful result, the process is designed to retain the steps that proved effective; and when your results are less than successful the process is designed to isolate and improve upon those steps. Let's follow through with the analogy, so we can make hiring the right person a cornerstone of your company.

  1. Ask a question. Throughout this book, I have asserted that the company mission should drive a hire. What compelling reason does a company have to hire? Why should a company commit resources to a hire? The answer must stem from the ...

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