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One recent survey indicated that up to 46% of new hires fail, in the first 18 months,of that 50% leave in less than a year. That one of the key causes is a misfit with their boss. Would not a process of integration into the organization be an essential responsibility of the hiring manager? What is the consequence to your bottom line for not successfully integrating a new hire into the company. Some say it is the onboarding process that fails but prior to arriving on the job they were interviewed. What went wrong at the interview.
This workshop will be a fast paced look at the key elements why many interviews end up lacking the insight to make an accurate hiring decision. This session will provide some key tools to ensure you have a better foundation for creating better behavioural questions and can more accurately decode the answers to see if the candidate is a good fit for your organization.
Why should you Attend:
In an issue of the Harvard Business Review, the CEO of AlliedSignal describes the interview as "the most flawed process in American business." Even people who have been formally trained to conduct interviews, including behavioral interviews, find the outcome not to be as accurate as desired. This is rooted in two main issues: first, often the behavioral competencies they are using are more outcomes and the behavior is at best implied and second, the behavioral questions they have asked are not actually behavioral questions.
It is in the best interest of the company to conduct behavioral interviews. That is because behavioral interviews are far more accurate than traditional interviews and more insightful then psychometric testing.
Each hiring decision represents, potential an investment of thousands of dollars - the cost of hiring wrong can range from 1.5 to 10 times the person's salary.The fact is, event trained interviewers using ambiguous behavioral anchors and poorly worded behavioral questions at not as effective as the training falsely lead them to believe
Areas Covered in the Session:
Who Will Benefit:
- What is a structure behavioral interview creating a common language
- Why past behaviour is not the lone predictor of future performance
- Why most behavioural questions are not behavioural
- How to avoid some of the most common issues when asking a behavioral question
- How to successfully use behavioral question to hire for fit to the culture
- How to measure the quality of the answer
- Anyone at any level who is Conducting an Interview
- Hiring Managers
- Franchise Owners
Dr. David S.Cohen Ed. D. is a seasoned management consultant passionate about building organizations through the successful alignment of their people to the corporate values and corresponding behaviors. He works with organizations and their leaders to ensure the clear articulation of the culture and the application of that knowledge to building integrated talent management processes and practices and improving employee engagement.
David has over 29 years of consulting experience working with organizations across all industry sectors. He has worked with companies one five continents.
He has extensive experience and success working on helping organizations build:
clearly articulated values, employee engagement, leadership development, structure behavioral interviewing processes, on-boarding, performance management programs, programs on accountability to meeting business commitments, succession planning processes, 360 Feedback systems, company wide behavioral competency models, career planning processes, and team building activities, organization culture initiatives
In addition to the above his clients call upon him to coach senior leaders.
David is also frequently called upon to present at conferences around the globe. He has presented on a variety of topics associated with talent management and organizational culture. His most recent presentations were in Singapore, Mumbai, Bangalore, Dubai, and Toronto.
Furthermore, David has authored to books including The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers (John Wiley and Sons, August, 2001) which remains a valuable book and has been reprinted five times.
His second book focuses on corporate culture, organizational values and leadership and is titled Inside the Box: Leading With Corporate Values to Drive Sustained Business Success (Jossey-Bass September 2006).
In 2009 he received from the Asia Pacific HRD Summit their 'HR Leadership Award’ for thought leadership in Human Resources because of his work on the development of behavioral competencies and their application to building integrated talent management systems.
He holds a doctorate in humanistic and behavioral studies from Boston University with post-graduate work and teaching at the Harvard School of Education.
He is on the faculty for continuing executive education at the Schulich School of Business, York University, Toronto, Canada and on the faculty of Durham College in the School of Business, IT and Management where he teaches organizational behavior, succession planning and behavioral interviewing.