Elevating Your Hourly-Level Hiring Process from Good to Great »

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What This Webinar Is About

In today’s work environment with unemployment at its highest rates in decades, it becomes imperative to implement better solutions to identify qualified and quality candidates for skilled and hourly-level positions. Now, organizations have fewer people and resources dedicated to recruiting, screening and placing candidates making sifting and sorting through applicants even more challenging. With limited position openings and unlimited candidates, it is even more important to find the right person for the job. CARQUEST was faced with this same challenge and was determined to decrease time-to-hire, increase quality of hire, and implement new technology to take their hiring process to a new level. This webinar focuses on best practices in implementing a new hiring process, integrating Applicant Tracking Systems and online Assessment, and how CARQUEST successfully did this in their organization.

Who Should Participate

• Recruiters
• Hiring Managers
• Other HR Professionals

What You Will Learn

• Trends in current recruitment and hiring practices
• How to integrate the hiring process to streamline efficiency
• Best practices in implementing new selection processes
• What to look for in an Applicant Tracking System and Assessments

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Drafting a Winning Team When Everyone Wants to Play »

Business owners have always known that while the competition may try to duplicate your offerings…they can’t duplicate your people. What can ultimately set your company apart in your market is the quality of your people and their impact on your business and your customers. Good employees create customer delight, generate repeat business, produce more and influence the positive behaviors of others. The wrong employees turn away customers, disrupt the work environment, and cost the organization money through turnover, lost productivity and lost customers.

Like an elite basketball team, in today’s challenging business environment, every member has to contribute at the highest level. Your players have to be able to see the big picture, shift seamlessly between offense and defense and overcome obstacles to ensure a winning outcome. When hiring, you can’t afford to select anything less than a star, because one mistake can put your team at a huge disadvantage and ultimately cost you the game.

However, identifying the right candidates can be a challenge – especially when the quantity (and not necessarily quality) of your applicant pool is rapidly growing. In this webinar we will discuss how to utilize best practice selection strategies in small and medium businesses. Using case studies, we will discuss how these businesses use automated hiring tools and targeted assessments to help hiring managers quickly determine which candidates havethe natural talent to deliver excellence.

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Are Your Hiring Practices Identifying Service Stars? »

Two Best Practice Case Studies for Evaluating Service Talent.

Competitors may try to duplicate your offerings…but they can’t duplicate your people. What can ultimately set you apart is the quality of your people and their interactions with your customers. In an environment where customer loyalty is critical to business survival, the emphasis that your organization places on hiring the right service-focused people is as critical as it has ever been. However, identifying the right candidates who possess the “service gene” can be a challenge – especially when the quantity (and not necessarily quality) of your applicant pool is rapidly growing.

In this presentation we will highlight two case studies from the hospitality industry, and discuss how they have been able to identify the hospitality/service gene in potential applicants. We will use these case studies as a foundation to discuss best practices of selection processes for selecting hourly level as well as management level employees. We will discuss how to use your hiring practices as a competitive advantage by using a comprehensive hiring process and targeted assessments to help hiring managers determine which candidates have the natural talent and learned skills to provide excellence in service and hospitality.

This webinar is intended for HR practitioners, recruiters, and others involved in the design and administration of the selection process. Attendees will learn about our latest research on hiring service professionals and differentiating between those with the natural talent to provide service and those that also bring the judgement and expertise to do this with great success.

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Competency Models for Organizational Change - Three Case Studies »

Case #1: "We need to change our sales approach." - Leaders in a large financial services company realized that the changing nature of their segment of the industry would make their current sales approach obsolete. Instead of relying on prospecting and order-taking sales people, the company needed a more consultative sales approach in which the sales person could understand the individual client’s current situation and their short and long range plans in order to match those with an array of investment tools. We will describe the central role that competency modeling played in specifying the behavioral change required, how we assessed the probability that the incumbent sales people would successfully make the changes, and how we provided developmental guidance to help those individuals achieve competence under the new model.

Case #2: "We were just sold." - After 10 years of re-engineering efforts, this electronics component manufacturer was sold to a private equity group by its corporate owner. Suddenly, the leadership style that served when they were part of a larger company was inadequate to meet the needs of this 90+ year old “new” company. We will describe how the top 60 leaders of this company came together for the first time in their history to define how they, and the rest of the management team, would need to change their behavior in order to be successful going forward. This competency modeling summit tapped into the collective wisdom and will of the leaders to accelerate the needed change.

Case #3: "Who is the successor?" - When the president of a business unit had to name a successor, he realized he did not feel comfortable with even his strongest subordinate being ready to move up. He had gotten the job when the state of the business was very different and he wasn’t even sure how to describe what was needed in his successor. We will describe how he used a work session with his whole leadership team to define the leadership competency model and then used that model to develop his entire team, including the ones with most potential to be his successor.

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Targeting Your Development Dollars – Creating Programs That Are Sustainable in Good Times and Bad »

The old bromide "people are our most valuable asset" is heard less often in these difficult days of economic disaster, massive lay-offs, and mounting losses across all business sectors. Training and development professionals are being asked to slash budgets, reduce professional staff, and in some cases, completely suspend programs that were once considered critical to the success of the business. They are being called on to save money now, while somehow maintaining mission critical programs, and to be ready to respond effectively to the uncertainties of the future. Those who meet these challenges most effectively will help their companies survive now and prosper in the future.

This webinar is intended for human resource, training and development professionals who are charged with meeting the development needs of their companies. We will focus on redesigning development programs in light of the current economic pressures, with an eye toward the future ups and downs of an increasingly unpredictable world business climate. The webinar will focus on how to design and implement sustainable programs that survive in good times and bad times and add value to the organization.

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Selling in a Down Economy: Talent Makes the Difference »

In a down economy when sales are slow, it’s more important than ever to have A+ players on your team. Sales talent makes the difference whether you are selling pharmaceuticals, electronics, utilities, banking services, or software. Your top performers can weather the bad times and still generate revenue. The key is to hire more A players and develop your B players’ potential.

Learn how to use personality assessments to identify the best candidates and help develop your current sales team to their fullest potential:

• Improve your hiring process
• Develop future sales leaders
• Instill a culture of excellence and accountability
• Improve your bottomline

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Selection Success? Enhance Your Hiring Process »

Good selection decisions are key to organizational success. Hiring the right people is critical, but going about the hiring process in the right way is often just as important in the increasingly complex area of Human Resource selection. Hiring managers, recruiters, and other involved parties must clearly understand the job for which they are hiring, ensure that the assessments, interview questions, and other voices in the selection process tie directly to job requirements. It is essential that the process be is administered consistently and fairly to ensure that top-quality candidates are hired and legal and regulatory guidelines are followed.

This webinar is intended for HR practitioners, recruiters, and others involved in design and administration of the selection process. Attendees will learn current trends and best practices for evaluating candidates, targeting critical skills and traits when selecting for a role, choosing and integrating assessments, and properly interviewing candidates. Attendees will be introduced to different selection tools, and their pros and cons in various situations will be discussed.

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Identify. Develop. Succeed. Why You Need Succession Planning »

Every organization engages in some type of planning for future talent needs, either actively or passively. Every entity that needs people to operate must replace people when they are gone. We see this in our daily lives and in the media—it was well-known that Jay Leno was to be the successor for Johnny Carson and now Conan O’Brian will fill Jay’s shoes. Whether a company pays attention to it or not, the succession of people is often the key to an organization’s sustainable success.

However, many organizations take a reactive approach to this age-old problem – hurriedly replacing those who leave rather than developing and preparing talent in advance of the need. Influences such as the aging workforce and stiff competition for talent are forcing organizations to take a hard look at succession planning and talent development. Most find that they are struggling to effectively evaluate, identify and develop future talent.

In this webinar we will discuss how to design and implement an internal talent review process that considers both the performance and potential of candidates, fosters high quality talent review discussions and ultimately leads to more informed succession planning decisions. As an organization evolves from Replacement Planning to Succession Planning, we will discuss four imperatives for success:

• Identify Critical Roles
• Define People Requirements
• Take Stock of Current Talent
• Proactively Develop People to Fill Critical Positions

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Creating a Performance Development Culture - Do You Have What It Takes? »

Performance appraisals have long been saddled with a negative, but often accurate image of being a meaningless or even demeaning exercise. In fact, many Dilbert cartoons have played off this stereotype in an all too truthful depiction of the performance review process in a “typical” organization. Organizations spend hundreds of employee hours and thousands of dollars every year on mandatory performance appraisals that often do not result in the outcomes that are desired. Human Resource professionals who intuitively understand the true value and promise of performance measurement often become disillusioned by the administrative effort, lack of support throughout the organization, and "checklist" mentality that persists.

In this webinar, we will discuss how to raise company expectations and outcomes of the performance appraisal process by establishing a performance development culture. Progressive companies recognize the fact that a performance appraisal process is only a natural extension of their employee development efforts and actively promote performance development. A strategy for creating this culture will be discussed including:

• Aligning performance development efforts with the overall business strategy
• Creating business relevance by establishing the link to business success
• Partnering with employees as active, accountable participants in the process
• Providing resources and rewards for ongoing feedback and development
• Emphasizing easy to use technology that support a developmental process

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Building the Bridge Between HR Practices and Business Strategy »

In today’s lean economy, HR is being held more accountable for delivering initiatives that are aligned with business strategy and result in business growth. Recognizing that your people are your competitive advantage, HR must strategically allocate resources and deliver programs that will make the most impact to the bottom line. This webinar is part of a series of webinars that will demonstrate how to intertwine critical business objectives throughout all your HR processes. We will discuss how companies have effectively used competency modeling as the foundation to define the behaviors that lead to business success, to evaluate potential applicants in the hiring process, to develop and build bench strength and lastly hold employees accountable for results. This first webinar will focus primarily on how to efficiently build competency models and integrate them into the business without overburdening the organization. A variety of competency approaches will be discussed with specifics on how to:

• Link competencies to the business objectives
• Create specific and not overly general competencies
• Develop competencies around job families or levels
• Implement competency models to evaluate applicants
• Focus development activities and measure performance outcomes

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