Job Research and Job Description Form assignment

1. Develop the Pool:Page 4

1. How would you develop the pool for this job?
2. Discuss the viability of candidates in your developed pool including internal candidates, external candidates, inside-outsiders, and outside-insider (described in HBR article The Definitive Guide to Recruiting in Good Times and Badby Fernandez-Araoz, Groysberg, and Nohria).
3. What sources would you use to develop this pool?
4. What resources would you need to develop this pool?

1. Assess the Candidates page 4

1. Which positions would conduct the interviews and reference checks?  Why?
2. Develop a minimum of three behavioral-based interview questions.

1. Close the Deal Page 5

1. Write the words/speech you would use to close the deal (get the applicant to accept the job) with the selected candidate.  Include the following elements in your words/speech:
   1. Your passion about the company and the position.
   2. The position’s opportunities and challenges (positive and negative aspects of the job).

• The organization’s commitment to the candidate’s success.

1. Compensation.

Each of the three sections above can be found in HBR article titles The Definitive Guide to Recruiting in Good Times and Bad by Fernandez-Araoz, Groysberg, and Nohria.  We read this article for our Week 1 Discussion Board assignment. Each of the three sections must be a minimum of 200 words and separated into a different paragraph(s). It is recommended that students insert the question prior to each answer, as this will help ensure that all requirements are covered.  Please include the job title at the top of your submission.

This book has the article you need to read and it’s the first chapter

Review, H. B. (2011). Harvard Business Review on Finding & Keeping the Best People. Harvard Business Review Press. https://online.vitalsource.com/books/9781422172001

Rules:

Recessions present an unexpected opportunity for companies to snap up the top- level talent needed to drive growth in better times. But most firms squander this opportunity because their recruitment practices are scattershot.

To capture the best talent now and retain your stars once the recession eases, you’ll need a rigorous recruitment process that includes these steps:

• Anticipateyourfuture leadership needs, based on your strategic business

plan. Intuit’s deep analysis of long-term staffing needs has contributed to famously smooth management transitions.

• Identifythespecificcompe- tencies required in each position you need to fill. For example, ask, “Does this job require an entrepreneur, manager, or leader?”
• Developasufficientlylarge candidate pool. Consider- ing both inside and outside candidatesincreasesthe likelihood you’ll find the right person for each job.

Stepstoeffectiverecruiting:

Anticipate Your Needs

Every two to three years review your high-level leadership requirements in light of your strategic business plan. Answer these questions:

• Howmanypeoplewillwe need, in what positions, in the next few years?
• Whatwilltheorganizational structure look like?
• What must our leadership pipeline contain today to ensure that we find and develop tomorrow’s leaders?

Specify the Job

For each leadership position you’ve identified, specify competencies needed in that role. For example:

• Job-based:Whatcapabili- ties will the job require?
• Team-based: Will the applicant need to manage political dynamics?
• Firm-based:Whatresources (supporting talent, technol- ogy) will the organization need to provide the person who fills this role?

Develop the Pool

Cast your net widely for candidates by asking suppliers, customers, board members, professional service providers, and trusted insiders for sug- gestions. Consider “inside- outsiders” (internal candidates not bound by corporate tradition and ideology) and “outside-insiders” (former employees, customers, suppliers, advisers, or anyone who’s worked closely with a trusted insider).

Assess the Candidates

Have each candidate’s prospective boss, boss’s su- pervisor, and the top HR man- ager conduct “behavioral event interviews”: Ask candidates to describe experiences they’ve had that resemble situations they’ll face in your organiza- tion. Probe for exact actions candidates took and the rea- soning they followed.

Evaluate a broad spectrum of references—former bosses, peers, and direct reports— asking about specific things candidates did and actual resultsachieved.

Close the Deal

Once you’ve settled on your final choice of candidate, boost the chances your job offer will be accepted:

• Shareyourpassionabout the company and the posi- tion, showing genuine inter- est in the candidate.
• Acknowledgetherole’sop- portunities and challenges, differentiating the opportu- nities at your firm from those of competitors.
• Strikeacreativebalance between salary, bonus, and other long-term incentives.

Integrate the Newcomer

Integrate new hires into your company’s culture:

• Duringtheirfirstfew months, have bosses and the HR manager check in regularly with each new recruit.
• Assigneachnewcomera mentor—an established star in your organization. Mentors should provide ongoing support, not just an initial “buddy” fix to help newcomers feel at home.
• Duringnewcomers’ meetings with mentors, bosses, and HR, explore questions such as: Are we providing you with enough support? What other types of support would be useful? Can you describe the relationships you’ve developed throughout the organization? What other types of relationships would you find useful?