right offer, first time effective pdm interview – v31 your handy guide ( based on ‘behavioral...
TRANSCRIPT
Right Offer, First Time
Effective PDM Interview – V31Your handy guide
(Based on ‘Behavioral Based Structured Interview’
Method)
Disclaimer: Not to be distributed within or outside IBM
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History of Changes
• Common Mistakes in BBSI – Need More Focus• Real Situation Examples/Quiz• Week Day Interviews• eDownloader• ReHire Guidelines
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Expectations from PDMers
Ensure candidate joins IBM Understand Candidate’s value Explain CTC structure and
Negotiate Judicious usage of Relocation
Expense & Joining Bonus to make
the offer competitive
Ensure that IBMs’ offer is ‘The First and Final Offer’
Agencies informed that IBMs’
offer is ‘The First, Right and Final Offer’
Right Offer, First TimeObjective
Action Taken
IB
M d
oes no
t enc
oura
ge R
e-ne
gotia
tion
IBM
doe
s no
t enc
oura
ge R
e-ne
gotia
tion
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The balancing actCandidates’ aspirations
IBM’s ‘Right Offer, First Time’
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“Perfect for your team! Perfect for IBM!”
A PDMers’ Great Decisio
n
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Phases of an Effective Interview
Pre Interview Post
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Pre - Interview Phase
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1.Read Resume/Verify Documents
6.EffectivePDM
Checklist update
3. Ascertain Resource Criticality
5.DirectFeedback from Tech Panelist
2. Receive Competency
based Salary Grid
Pre Interview
4. Prepare Questions
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Improved Tech Panelist Feedback Effectiveness
Tech Evaluation Feedback Form
Excellent Good FairTeaming xCommunication x. x. x. x
Tech Panelist & PDMer
In Person Feedback (5 mts)
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Phase 2: The Interview
Tips: Applying the BBSI approach will make the PDM round to be approximately of 45 mts
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1. Apply Behavioral Based
Structured Interview
6.EffectivePDM
Checklist update
4. IBM Values & Proposition
3. Discuss Role
Relocation,Joining Date,Notice Period
2. Document in BBSI form
throughout the whole phase
The Interview Phase
5. Negotiate Offer
Tips:• Offer a warm welcome to candidates• Help them to settle• Allow them to open up
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Hiring : The best way
Evidence based approach
No decision during interview process
Gauge across multiple attributes
Process Oriented: BBSI way
First Impression
Intuitive
Gut feeling
Subjective
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Synchronised Steps
BBSI approach to evaluate the candidate
Gather the facts
Make the decision
Negotiate
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A three pronged approach 1st impressions
Biases
Intuition
Prejudices
Preconceived
notions
Look beyond narrow traits not only at technical competency, intelligence, or affability
Is the candidate motivated and competentfor the job?
Remain Objective fighting against
Information across multiple parameters
Evidence based approach
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BBSI: An example
"Can you describe for
me..."
"Can you describe for
me..."
"Can you give me an example
where your team had conflict?"
"Can you give me an example
where your team had conflict?"
“Yes, once one of my team member…”
“Yes, once one of my team member…”
“Sure. The challenge in
my team was…”
“Sure. The challenge in
my team was…”
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How can we know if it is a complete answer?
A Situation requiring
the specific skill
Action taken
Result
1 2 3
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What if I don’t get complete answer
for all the 3 components?
Scenario that you explained is not apt. Can you rethink of
any other scenario that ..
Can you be more specific
on the results?I haven’t got the complete
answer on Action. Can
you elaborate more on the specific step
of..
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Get complete answers:The BBSI way
Avoid accepting generic statements.
Probe deeply.
Developed a new
procedureCould you
explain more on the steps?
Turned the department
around
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Job Simulations
Structured Situational Questions o To know about skills that have not been
demonstrated o Situation can be the real expected one
(Behavioral is to bring out the candidate’s experience or skill that is exhibited & Structured Situational explores non demonstrated skill)
Elements for creating Questionso People, Conflict, Action
Durationo < 1 minute >
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e –learning ReferenceClips that should be played from the BBSI course
(Softskill)
Practice asking Behavioral Based Question: o Difference between Traditional and Behavioral
Based Question – Page # 3/15o Behavioral Based Questioning Process Simulation
– Page #14/15
Using Structured Situational Questions: o Difference between Behavioral based Questions
and Structured Situational Questions – Page #3/14
o Defining the situation - Page #5/14o Explore the possibilities - Page #6/14
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Structured Situational Questions
The likely team the candidate
is likely to work with
People
Challenges faced Conflict
Elements that make the Challenge immediate
Catalyst
Eg. Client comes up with a new requirement during the
Testing PhaseScenari
o
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Decide on the correct answer
Expect the Action & Result Test the question with the familiar people
Adjust the question, if the answers are not as expected
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Include a holistic assessment
Technical Knowledge
Motivational levels
Analytical
Growth Trend & Potential
Problem Solving &
Thinking
Adaptability
Team Work / Leadership (for Senior level candidates)
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Document the Interview “ Documenting
while conducting the interview is
not at all possible. I need to find out a better way! ”
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Why should an Interview be documented ?
Difficulty to recall
Provide Justification
and Feedback to
HR
Avoid confusing a candidate’s
skill with another
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Document it
Interview Phase
Note facts for decision
making
(Eg. cancelled reservation - asked for
advice - talked to sales rep)
Pre Interview Phase
Prepare questions
(Include spaces for the answers)
Post Interview Phase
Recall important missed points
Cross check the missed points by paraphrasing summary to the candidate
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What should not to be documented?
Wrong example
Time taken to recollect a suitable scenario
Subjective evaluationo “He answered better than other candidates” o “He is not very flexible”
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Cascade your pride of being an IBMer by referring to :
A Century Old company Leaders in IT (hardware and Software), Research Nobel Prize winners Legacy of acquisitions and spin-offs.
German SAP (1972) by five former IBM engineers Chinese Lenovo became world-famous after acquiring IBM's Thinkpad business in 2005
Opportunity in a wide range of Technology, Sectors India ; Key GDC Focus on diversity hires Flexible Timing & Working from Home
Only when appropriately needed Will be decided by the Project Manager, based on project & job profile need
Focus on Employee Skills – Trainings & Certification #2 in Global Brand Value for the Year 2010 Focused Harassment Policies
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Negotiating the offer
Evidences and Ratings can be used to negotiate better
Improve your Negotiation SkillsCompetency Guidelines of Offer Range to be used
• For an outstanding candidate, salary range must not be immediately compared with current team members as their increment rate will differ from the candidate - Overall hiring cost can be optimized by making the right offer
• Competency will put the offer ‘on-hold’ only where there is – A change in demand/requirement– No demand for a location, experience or technology
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Post Interview
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Effective PDM Checklist
3. Handover documents
2. EffectivePDM
Checklist Update*
1. Document in BBSI form
(Include details missed)
Post Interview
Mandatory Entry Required (without which HR will not accept the BBSI form from PDMers•Ensure that the final offer (agreed by you and the candidate) is documented in BBSI Form•JRSS of the candidate to be specified. This entry is required in GOM for Global tracking.
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Disadvantages of Bad Hiring Decision
Waste of Hiring Cost
Time spent by Managers o On Counseling o On Managing more or unnecessary issues caused by unproductive
employee
Cost of replacing unproductive employee
Loss of Reputation with customers
Unproductive employee may affect other Employee’s morale
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Reference Book on Performance Based Hiring by Lou Adler
BBSI Course from IBM E-Learning • Title Conducting the Behavioral-based Interview• LA ID HR214
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Common Mistakes in BBSI – Need More Focus
Incorrect Version Used
Department Code missing
Job Family not updated
Designation Missing
Current CTC and CTC offered missing or incorrectly filled in
PDMer’s Emp id and Name missing
Current and Joining Location details incorrectly updated
Relocation Allowance - Eligibility and Recommendation are two different items and must be answered separately
Band details not updated
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Quiz – Q1 A PDMer performing the following step. Find out the step that he is missing
PDMer checked with the HR on the eligibility of the Notice period buyout for that requirementHe confirmed the candidate to go ahead with the same during interviewSubmitted the BBSI doc to Recruitment Team
What happened in Real Situation after above stepCandidate joins IBM and applying for reimbursementPayable asking for evidenceHR Team looking for the evidence in BBSI & it is not availableNewly Joined IBMer in trouble and checks with the PDMerPDMer couldn’t recall as it happened 6 months back and he conducted 8 interviews on that day
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Quiz – Q2A PDMer performing the following step. Find out the step that he is missing
PDMer indicating the requirement locationCandidate having some constraint in moving to location other than the requirement locationPDMer committing for the same locationSubmitted the BBSI doc to Recruitment Team
What happened in Real Situation after above stepRequirement get withdrawnCandidate join assuming that he will be given the same location as he requestedNewly Joined IBMer has been assigned another project/location that is criticalHe couldn’t relocate & impacts the Project Immediate needsHe stays in bench for assignment in his required location
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Quiz – Q3How can I get the latest documents like BBSI, Salary grid etc
Contact Recruitment TeamContact CompetencyUse the Tool eDownloader
eDownloader BenefitsGets the latest file updates and News on a single click
When the version changesWeekly updates on Requirements Training Documents & Updates on Common mistakesTracks Training Completion
Automatically gets logged in like SameTime
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Week Day Interviews Week Day Interview Benefits
PanelistsEffective Panelist Time UtilizationReduced Load of Interviews with more # of Panelists
IBMIncrease in Conversion RatioIncrease in Quality Candidates turn upIncrease in higher band CandidatesImproved TAT of Recruitment leading to better Delivery Management
CandidatesComplete Elimination in waiting period
Current Trial Period & Yielded BenefitsWeek Day Interviews were conducted for past 1.5 months in SAPYielded all above benefits
Conversion ratio increased by 15%Support Required from PDMers
Panelist Roster plan for the next 1 week to be published on every Thursday
Preferrably 2 fixed slots per week will help in better planning of Panelists and Recruitment TeamConfirmation on the Interview Schedule from Recruitment Team after Candidate confirmation
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Competency SPOCs to share Roster Plan
Service Line Service Area SPOC
AIS
Shivani Vashisht2/India/IBM Bharathi Basavaraj1/India/IBMSandeep K Soparna/India/IBM
AMS DBMS Aditi Chaudhuri1/India/IBM
AMSMainframe & AS400
Pooja Wahan1/India/IBM, Jubulee Nayak/India/IBM,
AMSOpen System & Groupware [email protected]
AMS Testing Location Wise SPOCsAMS WDC Shruti Sharma4, Shefali Bhargava
[email protected],[email protected]
Oracle Location Wise SPOCsSAP [email protected]
Competency – To update appropriately
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Re-Hire GuidelinesFormer IBM employees may be considered for re-employment with IBM, subject to certain conditions including rehire eligibility. The re-hire policy is applicable for all candidates who were previously employed by IBM in any type of employment (SSP, FTH or Regular).
Re-Hire Checks
ReHire Status
•When employees voluntarily resign from, or are separated by IBM, managers are required to document rehire eligibility as Yes, or Restricted (Conditional). A Restricted (Conditional) rehire status signifies that further investigation is required to determine the reason for the status, prior to approval being provided for return to IBM
PBC Rating
•Previous PBC ratings of 3 or 4 would also require further information be obtained from the prior manager or current HR manager / HR partner
•Mandatory review of the last 2 PBC ratings as part of the rehire eligibility check needs to be performed.
Approval Required or Not :
•If rehire eligibility is yes, and PBC rating is 1, 2+, or 2, the manager can proceed to hire.
•If rehire eligibility is restricted (conditional), OR Any former employee with at least two consecutive PBC ratings of 3 or a PBC 4 rating, will require approval from the previous Manager, HR Partner approval (HR review) and BU HR VP approval in order to be rehired. This is in addition to the rehire check done with the separations team.
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Re-Hire Guidelines (Cont.):
RE-HIRE SALARY CONSIDERATIONS• ReHires within an Year
– No increases for rehires within a year of their separation– Re-hires within a year will necessarily have to come at the same band/level at
which they were before resigning. Any exception to this should be approved by HR partner and previous manager & compensation Partner
• ReHires with more than 1 Year as gap– If IBM ESP cycle has passed, increases up to 15% may be given. Any exception
will require the approval of HR Partner, Previous Manager and Compensation Partner.
• All rehire eligible candidates for conversion roles – All rehire eligible candidates for conversion roles (SSP/FTH to regular, SSP to FTH)
whose date of rehire (the date of offer processing) is less than 1 Year where the new compensation offered is 15% more than previous employed annual salary require an approval from HR Partner. Hiring Manager approval is required prior to rollout of such offer
• Employee being rehired from subsidiaries – They need not be sent to compensation & benefits team for approval. All
approvals would be sought from previous or up-line manager for the percentage of increase.
• If Rehire candidates prior employment details is not available in the IBM systems
– It will follow the exception process