Organizational Development Services
believes that hiring the right person for the job is the first piece of
the performance improvement puzzle. And, hiring the right person begins with the
job description.
We’ll develop job descriptions that help you:
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Hire the right person for the job |
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Set wage and salary levels more accurately |
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Address performance issues fairly |
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Establish performance standards |
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Handle legal and regulatory challenges more confidently
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Give your employees the start they need to reach those peak levels of
performance. Here’s a sample of the type of job description
we can write for your organization.
After identifying all the attributes that lead to success in the position, a
recruitment plan is the next step to hiring top talent.
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What recruitment strategies attract your target market? |
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Who is your competition for these candidates? |
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What makes you more attractive than the competition? |
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How will you
assess the candidate? |
Once you know who you’re looking for, where to find them and how to assess them,
we’ll even implement the plan for you.
Save time and money by looking for the right person in the right places, and
using an assessment plan that helps you determine if this is the best person for
the job.
Hiring the right person for the job is too important to leave to chance. Let
help you develop job descriptions, recruitment plans, and assessment plans
for every position in your organization.
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"Begin with the end
in mind."
Stephen Covey
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If you want to hire superior people, you must first define superior performance.
A well-written job description does just that. Employees must know what success
looks like in the position, not only in terms of technical skills, but
behavioral skills as well.
Technical skills are those acquired through formal learning and/or on-the-job
experience and include things like: data entry, equipment or tools, computer
hardware and software, accounting systems, etc.
Behavioral skills are work habits learned throughout life and everyday
experience. Examples include: flexibility, planning and organizing,
interpersonal skills, teamwork, etc.
It’s not enough to say you want them to be a team player, or have good
communication skills. They must understand exactly what they need to do to be
successful.
The candidate assessment determines if the candidate is the best person for the
position and includes:
 General Assessment Plan
Resume (Application) Review
Phone Assessment
In-Person Assessment
Reference Check
Subsequent Assessment
General Assessment Plan – Establishes a standard process for assessing
candidates for a specific position. It allows you to compare apples to apples
instead of apples to oranges by following the exact same process for each
candidate for the position.
Resume (Application) Review – Establishes a standard process for reviewing
resumes and applications to determine if there is a match between the job
description and the candidate’s experience and accomplishments.
Phone Assessment – Identifies standard questions to ask during the 20-minute
phone assessment. All questions are legal and behavioral based designed to determine
competency. The phone assessment saves time by weeding out candidates who look
good on paper, but are not as competent for the position as they would like you
to think. This ensures that only the most qualified candidates are brought in
for the in-person assessment.
In-Person Assessment – Establishes a standard plan for conducting the In-Person
Assessment. Depending on the position, this assessment includes interview
questions, case studies, tests, personality assessments, etc. All interview
questions are legal and behavioral based designed to determine competency, character,
and personality. Look at a sample of an in-person assessment.
Reference Check – Establishes a standard plan for conducting reference checks.
Reference checks may be used to verify information received in the earlier parts
of the assessment and/or to decide between candidates who seem to be equally
qualified. All questions are legal and behavioral based.
Subsequent Assessment – Establishes a standard plan for conducting subsequent
assessments. Depending on the position, this assessment may include a second
in-person interview, team interviews, case study, demonstrations, etc. This
level of assessment is usually reserved for higher-level positions, or for
organizations where employees select their own team members.
Behavioral interviewing has become the standard process used by most
companies to ensure they hire the best candidate. In behavioral interviewing,
questions focus on the candidate’s past job performance because that’s the most
reliable indicator for future performance. It’s not absolute, but it’s the best
we have. By asking questions that require candidates to talk about specific
situations they faced in the past, you have a better perspective about how they
will handle similar situations in the future. Hiring decisions based on actual
performance are far more accurate than those based on hypothetical situations.
For example, rather than asking, “What would you do if…” ask, “Tell me about a
time when…” Patterns emerge throughout the interview that help you evaluate the
future success (or not) of the candidate. Behavioral interviewing also keeps you
out of legal trouble because all questions are about performance.
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