B2B Tech Talk with Ingram Micro
B2B Tech Talk with Ingram Micro

Episode · 2 months ago

Today’s Job Market: Retaining Top Talent


Having the right talent for your organization is important.

But finding the right talent is often a difficult endeavor. In a world where everybody is competing for the same employee base, how do you stand out, set your hiring practices apart, and make the process a great experience for everybody involved?

In this second part of a 2-part interview with Sally Brause, we talk all about:

- Her 6 step hiring process

- Why most people get the hiring process wrong

- Why the transition process begins the second a candidate accepts your offer

- How to prepare them for a counteroffer

- And so much more

To join the discussion, follow us on Twitter @IngramTechSol #B2BTechTalk

Listen to this episode and more like it by subscribing to B2B Tech Talk on Spotify, Apple Podcasts, or Stitcher. Or, tune in on our website.

...mhm mm. You're listening to B to B tech talkwith ingram Micro. The place to learn about new technology and technologicaladvances before they become mainstream. This podcast is sponsored by ingrammicro financial solutions, increase your buying power and get yourcustomers to yes with ingram micro financial solutions. Let's get into it.Welcome to be to be tech talk with ingram Micro. I'm your host, Shelbyskirt hawk and my guest today sally drowsy director of human resourcesconsulting at Path share HR services. Sally, welcome back. Thank you. It'snice to be back Shelby. Well so we had uh we had so much good information inthat first part that I wanted to to sit back down and do some more in depthabout a couple of things that that you mentioned there. So when we talk abouthiring managers and what that process looks like, You mentioned that beingable to have a consistent hiring process is important and that's youknow from the candidate experience. What are those things that thatapplicant is experiencing is feeling is seeing in this process. So how do youstart to create this consistent hiring process? Yeah, Well I'll just start bysaying that I do think it consistent hiring process is so critical becausejust like everything right, if you design a process and then follow theprocess, the likelihood that you get the right outcome at the end is so muchgreater than if you just kind of haphazardly go about things. So I'm abig believer in a six step process as it relates to hiring and the first stepand quite frankly, the most often overlooked step in the process is Iwant to call the identification stage and I just think it's super importantfor companies and for hiring managers to know exactly what it is that they'relooking for in that role. So every time...

...there's an opening in the company, Ireally encourage marriage measures to look at it with fresh eyes and look atit is the way that the job is designed today. The best way to have a jobdesigned and organized and if not now is a good time to really look at whatdo I need a person in this job to be able to do. And then once that'sdefined to very clearly define what are the knowledge, the skills, theabilities that attitudes interests, the aptitude, all those things, right, thatis required for this position. And so a lot of times just go back to look atthe very top performers in that role and what is it that they have, Rightand document those far too often. We just look at the things that didn'twork out with the last person. And so we do the opposite of that. And that'smaybe not the best approach. So the first step is just really be clear onwhat the job is and the second part of that is be very clear on what it isthat you're looking for in top performers by stunning top performers.And then once you've got clarity on that. And by the way, make sureeverybody in the company has clarity and agreement on that, because nothingis more frustrating for an applicant than to hear different things fromdifferent hiring managers and like I'm not sure what job I'm applying for,what I'm supposed to do, right? So have that absolute clarity and have itdocumented and to find the second step then once you get there is to go aboutwhat we call sourcing candidates, right? And in the last episode, we talkedabout two different kinds of candidates that you can source. One is that activecandidate? Again as a reminder, those are those candidates for whom, If youpost a really good job ad, they're going to apply for your ad, right?Because they're out there looking for a different job today. And that'scertainly part of the applicant pool today. But we also want you to sourcethose passive candidates. And again, as a reminder of those passive candidatesare individuals who are probably gainfully employed today, not lookingfor a job, but for whom, if a better opportunity came along, they want mightbe interesting at least looking at that opportunity. So really thinking aboutyour sourcing approach and asking...

...yourself questions like, you know, howquickly do I need this job filled? If I need the job filled pretty quickly, I'mprobably either going to have to post ads or I'm gonna have to go torecruiter. Second question is how much time am I willing to spend trying tofind the right person, right? If I don't have a lot of time, it's going tobe kind of hard for me to go out there and personally source passivecandidates in that particular case. I'm not a recruiter, but you might want tohire an internal recruiter for your company or an external recruiterbecause they're worth their weight in gold. They're the ones who can spendtime. And then the third question is how much experience does that personneed to have those questions will really help you determine, you know,what is my strategy and you have to act of Canada's passive candidates. Howmuch of each, how much time and money am I willing to spend for each of those?So start with a strategy, right? Be very intentional, clear on what is yoursourcing strategy as far as who you're going after and how you're going to goabout them and then put your time, your money, your effort, your resources intothat. The third step in the hiring process. And this is gonna bespecifically for those passive candidates. The third step is how doyou get a candidate who's probably gainfully employed today, interested inyour position and I won't belabor you with that because I think I did thelast tech talk, but this is really about how do I gain that person'sinterest by knowing a little bit about them. Maybe getting a referral saying Iwas referred to you by this person specifically here. The good things thatI heard about you and then doing a couple of other things asking for aconfidential conversation. And that confidentiality is so critical with topperformers, right? They don't want their current employer to know, theymight be at least having a conversation with someone and then letting them knowthat, you know, at some point in whether it be now or in the future, youwould like to know, you'd like to consider them for your company and allof that is centered around them. Who...

...are they? What's important them, whatare they interested in? What would make an ideal career for them and in thatengaging conversation, just sprinkling in, oh, the top performers in ourcompany, This is what that aspect of their job looks like. So it's, you know,learning a lot about them and it's sprinkling in a little bit about yourcompany and with that source or with that engaging. It's just a matter ofnurturing that relationship with that person so that hopefully someday whenthey decide I might be interested in looking another company, I'm interestedin looking at you at that point in time, then I think, ok, I'm going to use thefishing analogy, right, they've kind of been swimming around your body at thispoint in time. They're interested now they've they've bitten the bait, right?They've got the hook in their mouth when that happens. Whether it be with apassive candidate who has now expressed interest in your job, or an activecandidate who has applied for your job. Now it's time to move into the fourthstep. And that fourth step is about assessing the candidate and most of thetime when people think about a hiring process, this is where they start. Butreally if you think about what I just said, that's the fourth step in theprocess and that assessment process, I recommend just having a really wellthought out and thorough hiring or assessment process and what it means tobe very clear on what it is that you're looking for. Remember us in the firststep identified cation is probably the most important step. What I want hiringmanagers to do is to look back, okay. What did we say was so important tohire for in this position? Where the knowledge skills, the abilities, theattitude, the interest, right? What am I looking for in that candidate? Andthen designing an interview process an interview question specifically to tapin to information about whether or not that candidate does in fact possess thequalities that you're looking for. Now sometimes work with organizations andthey might do a half an hour or 45 minute interview and they're ready tohire the person, right? I do appreciate the experience, you'll see that rightfrom the outset. But it can be really...

...hard in a half an hour, 45 minuteinterview to really get a good understanding of what is that applicantlike. And it's really hard to get information from the applicant for toget that up with an information what your company is really like. So ashigher managers and organizations designing that assessment process, Ireally wanted to think about different steps in their different interviewtechniques and they're so some behavior based interviewing some maybesituational interviewing different strategies that they can use anddifferent interviewers, making sure that they've got different perspectivesfrom different individuals who are interviewing the candidates and allthat wrapped up in a nice tidy succinct process. I know it doesn't soundanything but really being mindful that top candidates today are going to be onthe market for long. So as you design that process, right. Be intentionalabout the steps but also know that you've got to move through those stepsfairly quickly. So you might have three different interviews right? But youmight be might do to those interviews in the same day with two differentindividuals and if you still like it might bring them back for a thirdinterview a day or two later. Now one of the questions in theassessment process that I will often get asked Shelby is um and I thinkabout this years and years go ahead 100 manager sending sally the last thingthis guy sold was himself to me in the interview process and he hadn't sold adang dumb things since I and I love that. And so as you think about thisassessment process, a couple of things that well designed assessment processwill help ensure that they're not breaks to what I call the plastic ofthe state, right? That said you're going to be able to get a little bitmore clearly who is that person? The other thing that I recommend, if youfeel like that's happening with any of your candidates is make one of theinterviews at the end of the day and there's some psychology to this, right.If you think about at the end of the day Shelby we might be a little bitmore tired. We're gonna let our guard...

...down more. And when that happens withan athlete, that's actually a really good thing because then we get to seewho they truly are and that's really we want what we want and assessmentprocesses, who really is this person and what would I be hiring as much aswe want them to see who we are and what would they be joining us? Part of theorganization? So that's the assessment process. Again, different steps,different interview questions specifically designed to the thingsthat you're looking for. Different interviewers and then at the end of itjust have all the interviewers come together, Right and say, hey, what dowe all think about this candidate? Right. What did you hear? What did youlike? Are we thumbs up about this candidate or thumbs down? So as I saythat right. One of the things that can happen when we get there is sometimesearly in the process you might have an applicant look oh my gosh I love thisCanada. I have such a good feeling about this Canada. I want to hire him.And my advice when that happens is suspend that feeling to the best ofyour ability. You've designed a process to get objective information about thecandidate. Use that process, try to suspend your feeling right? And if atthe end of the process all lights are green, right? Everybody is stillfeeling good about that applicant. Go ahead and hire them. Right? But don'tmake that decision too early because it will filter all these favorable thingsin in the interview process and maybe not allow you to make that objectivedecision. Now the flip side of this and this has just been through years ofexperience and I will say to everybody out there this is unscientific. Soignore it. If you feel like it's not science satellite. I don't believe it.But so many times when we get to the process with a candidate and we allcome together and we're like we always think about is that green light.Everybody loves them. Move ahead. Is it red? No there's there's this is not acandid person or is it yellow? In other words? Yeah, we like a lot of thingsabout the kind of, there's something in there, right that just want toinvestigate a little bit further. Maybe reference checks or whatever if you getin there and you're like, oh everything...

...in the process panned out. Butsomething just doesn't feel right at that point in time. I'm going toencourage managers to really listen to your intuition and I don't know why itworks. But almost every time I've hired against my intuition becauseobjectively logically they followed the process that came through. I'veregretted it. Right? So my advice about that intuition is early on. You lovethe candidate presses them that intuition right, object objectivelyassess him. The flip side of that is on the on the end of the assessment. Ifsomething tells you something's not right, you might want to pay attention.So that's why I've talked a lot. That's the fourth step of the process. Thefifth step of the process of good hiring process. You're not done yet,believe it or not. The fifth step of the process is really about so manypeople think about the offer is what compensation am I putting together forthis candidate? And certainly you guys, I will never downplay the importance ofcompensation. It is wildly important. It's not the only thing throughout thewhole process. Shelby. You've been learning what's important to thiscandidate? What are they looking for in their next company in their next rolein their next leader. Right? So as you're putting together that offerreally think about as you extend that offer positioning, you know, hear thethings that you said were most important to you in your next job, inyour next company, right? And here's what we're going to be able to find you.Maybe it's the flexibility, maybe it's working for a leader who really hashelped them grow and develop. Maybe it's a leadership development program,whatever it is, right? Whatever is important to the applicant, make surethat and then offer stage along with the compensation. You're talking aboutwhat are all the benefits, right? That are important to them. Not the healthbenefits, but the other benefits that things are important for their needsthat are going to be part of this overall offer to them. And then thelast step of the process is all about transitioning. And I'm a big believerthat transitioning happens as soon as the candidate says, yep, I'm gonnaaccept your offer and it can be used at that point in time to, you know, Yeah,we've got a good one. We're excited.

And I'm never really all that excitedtill I see the whites other eyes on someone. Right? And so think about somethings. I want higher measures to think about it as soon as that candidate says,Hey, yeah, I'm gonna join your company. I'll ask the question That first of allthat is so excited. We are Shelby. We are so excited to have you as part ofthe company. We are looking forward to your contributions and we know you'regonna do great. And then I would ask the question shall be if you werejoined our company is, have you thought about when you're going to give yourcurrent manager notice? Right. And you might say, uh, it's friday. I'll goahead and I don't want to ruin our weekend. I'll give it to her monday andI'll ask Shelby, how do you expect your current manager to respond to yourresignation? You think she'll give you a counter offer? Right? And what I wantto do is I want to get that applicant or now this new hire, potentially newhire, mentally prepared for that counter offer. Right? And so I'm goingto walk him through what would that counter offer need to look like and howcommitted are they coming on board with me versus if they take a counter off, Iwant to have a dialogue about that. I mean if they say no, you know, whateverit is, then the next step is okay. Now I've got a mentally prepared right toresign from their company even if they get a counter offer? Hopefully. Andthen the next thing I'm gonna do is monday night Shelby. If you're my newhigher, I'm gonna call you monday nights, they shall be. How you doing? Iimagine today was a tough day, right again, she'll be, you're a topperformer for your company. You have relationships, right? People aren'tgonna want to see you go and you quite frankly don't want to give up, give upa lot of those relationships you have. So I just want to make sure that youknow that I care about you, right? And I know that today was a tough day. Andhow are you doing? And then between now and the time you start is I'm, I'mfinding reasons to pick up the phone and call you. I might also be thinkingabout how I let you know how much I excited I am. I might send a giftpackage to your home, right? So your whole family can enjoy either verygoodies or maybe a gift certificate to a restaurant, whatever is right. I'mtrying to form those relationships from day one and then from there, you know,on day one, my biggest piece of advice is don't want to be a fire drill,hiring managers be prepared. You spent...

...all this time, effort and energy to getthis top performer on board. Now let's make sure you're prepared. Day one withyour there. The first day people know that they're coming, they're desk isready, their computers set up what ever it is, right and have that clear cutonboarding plan for them. So they know what to say, definitely. Well that doesit for this episode of VtB Tech Talk with ingram Micro. If you liked thisepisode or have a question, please join the discussion on twitter with thehashtag B two B Tech talk. Sally, thank you so much for joining me. My pleasure.Shelby, thank you. You've been listening to B to B Tech Talk withingram Micro, hosted by Kerry roberts. This episode was sponsored by ingramMicro's Financial Solutions. BtB Tech Talk is a joint production with SweetFish Media and ingram Micro to not miss an episode. Subscribe today to yourfavorite podcast platform. Mhm.

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