Your Recruitment Process

General Questions:

1. How do you rate your staff hiring process?
2. Do you have a lot of turnover in this particular role?
3. Are the people in that team/department/area happy?
4. What concerns are you having?
5. What would you say are your main challenges/issues? (e.g. High Staff Turnover. Battling to find the right people)

Selection Process Questions:

1. What is your selection process?
2. What type of person do you look for in this role?
3. What is your selection criteria for them?
   • i. Is it working for you?
   • ii. Where would you like to improve it?
4. What does it cost you to hire the wrong person?
   • i. Hard cost?
   • ii. Replacement cost?
   • iii. Poor performance cost?
   • iv. Impact/cost to morale?
5. What would it look like if you find the right kind of person up front?
   • i. Right fit for them?
   • ii. Right fit for the role?
   • iii. Right fit for the team around them?

6. Performance Criteria Questions:

   1. How do you measure your best performers?
   2. How do you know what actually constitutes top performance?
   3. How do you track or measure that?
      • i. KPIs (Performance Metrics)
      • ii. CSIs (Customer Feedback)
      • iii. Team Fit (Collegial – 360s etc./Cultural measures)
   4. How do you know what the perfect role/position looks like?
      • i. Describe this role model if you can – Do you have a well formulated Position Description?
   5. Have you modified your training to build up your average performers?
      • i. How about coaching criteria?
      • ii. How about mentoring/buddying – complementary matching?

   Example: Client Contact Centre for an insurance company – Customer Advice line

   Selection Criteria – Client hired staff to fit their corporate culture – Bright ‘people’ people; Enthusiastic; Action Oriented; Initiative driven; Detail oriented; Extroverted … Interviewers hired based on these upbeat ‘filters’.
   The Role – The role was a repetitive; information-giving; procedure-driven; phone and screen interaction.
   The Problem – Staff turnover in this section of thirty staff was extremely high. Three month tenures; low morale; employee stress; erratic or dwindling performance; customer ‘experience’ so-so.
   The Intervention – Profiling indicated that best ‘fit’ for this role was not company culture ‘fit’ but role-specific fit.
   Actual Role Requirements – Low people filter (not ‘chatty’ – more matter of fact); High Information filter; Procedurally focused; Equal balance between Big Picture and Depth Orientation.

   Print PDF