Hiring Great People
Creating an appealing work environment—and making your best employees want to stay

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Today's uncertain economy, plus an ever-growing demand for workers with proven technical skills, means your company's long-term success rests on its ability to find the best employees in an ever-shrinking talent pool.

Hiring Great People will arm your managers with:

  1. Advertising and public relations techniques proven to catch and keep the attention of the brightest candidates
  2. Telltale interview tip-offs that unerringly help you separate the go-getters from the clock-watchers
  3. Guidelines for narrowing your candidate list, negotiating the offer, and quickly orienting a new employee

Whether your managers are new to the hiring process or a seasoned veterans, this two-day program will ensure that they recruit and select only the people who will improve your company's long-term success.

Program Outline:

Unit One: Competency-Based Job Descriptions

  1. How Can a Job Description Accurately Define Today's "Work"?
  2. What Does a Competency-Based Job Description Look Like?
  3. How Do I Identify "Critical Competencies"?
  4. How Can a Success Profile Help Me Select Better Workers?

Unit Two: Legal Issues

  1. Discrimination in Hiring
  2. The EEOC
  3. Title VII of the Civil Rights Act (1964)
  4. Age Discrimination in Employment Act of 1967 (ADEA)
  5. Immigration Reform and Control Act of 1990 (IRCA)
  6. Americans with Disabilities Act of 1990 (ADA)
  7. Civil Rights Act of 1991
  8. Bottom Line

Unit Three: Attracting the Right Employees

  1. What Makes a Company a Great Place to Work?
  2. Which Benefits Do Employees Find Most Desirable?
  3. Assessing Your Company's Package
  4. Choosing the Right Vehicle for Your Message
  5. Summary of Recruiting Methods
  6. Evaluating Your Recruiting Efforts

Unit Four: Applications as Screening Tools

  1. Using Applications, Resumes, or Both
  2. How to Develop a Good Application
  3. Screening Applications
  4. Tracking Applicant Information
  5. Using Automated Technology

Unit Five: Screening Resumes

  1. What a Cover Letter Can Tell You
  2. How to Screen Resumes
  3. Follow-up Phone Calls

Unit Six: Interviewing Basics

  1. The Cost of Ineffective Interviewing
  2. Five Practical Purposes for an Interview
  3. Why Traditional Interviews Don't Work
  4. Avoiding Interview Bias
  5. Competency-Based Interviewing
  6. Structured Interviewing

Unit Seven: Structured Interviewing Techniques

  1. Past Behavior Interview Questions
  2. Structured Role-Plays
  3. Structured Situational Questions
  4. Conducting the Interview
  5. Evaluating Your Interview Process

Unit Eight: Evaluating Motivation to Perform the Job

  1. What Is Motivational Fit?
  2. A Holistic Perspective of Work
  3. Interview Approaches for Evaluating Motivational Fit
  4. Other Means of Evaluating Motivational Fit
  5. But No One Really Wants to Do This Job!
  6. What About College Students and Part-time Employees?

Unit Nine: How to Use Testing

  1. Selection Systems as Stock Portfolios
  2. How Do I Know That This Test Works?
  3. What Types of Tests Are There?
  4. Tests vs. Interviews: Pros and Cons
  5. Bang for the Buck: Getting the Most from Your Tests

Unit Ten: Background Checks

  1. Why Should You Do Background Checks?
  2. What Job-Relevant Elements Should You Check?
  3. How Do You Verify the Information?
  4. When Should You Do Background Checks?
  5. Should You Do It Yourself or Use an Agency?
  6. How Do You Interpret, Use, and Store the Results?

Unit Eleven: Making Final Selection Decisions

  1. Making Sound Hiring Decisions
  2. How Should You Notify Candidates?

Unit Twelve: Offer and Orientation

  1. Landing the Ones You Want
  2. Negotiating a Win-Win Offer
  3. Orienting New Employees

Unit Thirteen: Alternative Staffing Options

  1. Advantages of Creating a Blended Workforce
  2. Alternative Staffing Options

Allen Jones
640 Glen Iris Drive #301
Atlanta, GA 30308

404.881.6120
Email: ajones@mindspring.com