Hiring Success Conference 2019
February 27, 2019, San Francisco, CA, USA
Hiring Success Conference 2019
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Mixing It Up for Hiring Velocity
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  • Description
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About speaker

Diana Ferguson
VP of TA at OppenheimerFunds

I am an innovator, energized by working closely with my business partners/clients to deliver the right talent to help them reach their corporate goals. I am a passionate career matchmaker energized by the conversations that help individuals craft and define their path. Leading an extremely high-performing team through appropriate challenge, humor, trust and conviction.

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About the talk

Topic: Management

Diana Ferguson, VP of TA at OppenheimerFunds

00:00 Introduction

00:50 A brief history of recruiting

06:54 Bad hires

08:19 What can we do?

11:05 What an interview process looks like?

12:30 Experimenting to find the talent

16:54 Fears, surprises, insights and final thoughts

18:03 Q&A

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Today we're going to be talking about mixing it up for hiring velocity and and that's kind of a vague title. But what I want to talk to you about really is experimenting and we're going to get more into that but I need you yesterday heard, no Brian's conversation wasn't that powerful? It was so powerful and I hope that I can keep that mindset as I'm trying new things. Just take that one step forward, you know, when things get tough or I think that I'm not going to be able to accomplish something just taking that one step and when I'd ask is that you keep that one

step in mind as we go through this conversation because what I'm going to ask you to do is something outside of your comfort zone, so to push yourself a little bit and take that one step the before I get into that. I want to go over a brief history Because unless we know where we came from. We're never going to know where we're headed. And so let's talk a little bit about And and where it's come from and how we got to where we are today. How many of you use hiring assessments and in your interview process? View of you and how many of those feel that that's a really effective way

to assess cultural fit for a candidate. None of you. Okay, what we've been doing it for about a hundred years. Now, you would think we've gotten really good at it. But the thing is I didn't look at these questions and a couple of them. I still see today on some of the assessment test, you know, it is not what works to determine whether I can't and it's going to be the right fit for an organization. And before we even get to these assessment test one of the things we do are they interview questions, right? And some people like creating these really crazy

interview questions that they feel it's going to just peel the onion of the candidate and if you ask a really creative question or or the Deep question, you're going to uncover who that candidate is and what they'll bring to the organization. And so I want to share with you as seen from one of my favorite interview questions. On the internet make sure they are and when I hit this he'll be able to you got it. My name is Billy we can hear you fine as well.

Shoot your Trucking down to the size of nickels and drop to the bottom of a blender. What do you do when the ball around like it's on forever only going to run maybe 10 or 11 hours. So we're getting out and when we do we're better off work cuz whatever doesn't kill you makes you stronger. It's not so much getting out of the blender. It's what happens next. That's the question. You got to nickel-sized man free in the world into the possibility spies fight diseases. That's that's not

a real thing the submarine what you What what but interesting enough Google is not the first company to come up with an odd question. In fact, it was Thomas Edison who created the first structured job interview and what he did was he had a hundred and fifty questions tailored to the role that he was hiring and candidates for this interview process would be hired to the role and you can see these are really really important questions right at a carpenter coming to his his company and wanting to work for Edison

really needed to know where we get prunes from right interview questions. Don't always uncover what we're looking for in the candidate. Recruiting emerged around 1940 so during the World War when people went off to war it left great gas it in the employment within the United States and so recruitment agency started springing up to fill those gas and when individuals came back from the war with these additional skill sets the recruitment agencies then place them into some of these companies and

that's where it grew from. But in order for the recruitment agencies to have a way to present their candidate, they needed to create the resume and the rest made started in like 1400 Leonardo. Da Vinci was the first person to create a resume and is a Jerome says resumes will be going away. But today this is what we used to assess a candidate's fit in bringing them into the company in order to begin that interview process. So we've been doing all of this for a long time now, right we've been doing it. assessments interviews utilizing resumes

I'm now we've got some disruption to in 2003 social media really came on that the scene is far as recruiting and back when my space was really really hot LinkedIn popped up and some days they have as many as 20 people apply to their site and create a profile and then in 2005 we had YouTube and that was an excellent way for people to upload content and talk about their skill set and share the information in the knowledge that they had. And then 2006 and I don't know. Doesn't seem like that long ago to me but that's when the

smartphone came on the scene. And now today and 90% of job candidates are using their smartphone in their career search. So it's amazing how it how things have moved forward. What's problem right hundred years of doing things? We've got it down pat. Do we need to change any of this? How many of you have ever or will admit to having a bad hire? Touching the back pain. Think about how that felt think think about how you felt when that person left. I mean, you've got managers wear your sourcing for them. You're

you're looking to find the perfect candidate you finally bring somebody forward. They picked up 30 second review the resume and say they don't have a computer science degree. I want to talk to them know that they're perfect for the role or they get past that step and come into the interview process and get asked that odd question and somebody doesn't like the way they answered it and they're out. Or worse you get to the hiring stage and you know who the managers picking is not the right fit for the organization and you consult and you counsel and they still want to move forward

with that individual and six months later. That person's left a wake of bodies. The team is is morale is down there behind on their delivery and you have to start the process all over again. Is awful going through a bad hire? And we know that the traditional interview process doesn't address truly what we need to know in order to ensure that we're bringing on the right people and yet we keep doing it. So what can we do about this? And this is where I want to challenge you

to experiment run an experiment think about all that you've learned it all the sessions yesterday and today and all the new ideas and you don't have to go back and change the world but pick somebody and run one experiment that might move the needle for you and getting closer to hiring success. Some of the trends that we hear about today that are changing things up a little bit or Java dishes has anybody ever used a hack of fun to look at talented and Source candidates and then bring them

onboard couple of you. Yeah, that's a great way and end Java Edition don't have to be one particular thing. You can create what that looks like just so you can see a little more about what the candidate will actually bring to the table in an actual situation and doing the job low pressure environment. So I started recruiting back when dinosaurs roam the Earth. There's a couple out here that know this and we would meet people for coffee or have dinner with an individual right weight. We didn't have no doubt that her dad that we reach out to them. So it was

casual you got to know a candidate just that one-on-one and N people tend to open up a lot more in a low pressure environment. Some of the really cool things that we see with virtual reality and augmented reality. I know you see it at Career Fairs the cool companies where they've got the VR glasses and people are walking around their new office checking it out. Right Jaguar even created an app that you can download on iTunes that teaches you how to build an electric car and talks about the process with that and within that they have coding puzzles. And so they're using those

coding puzzled to see who's solving the problems more effectively. And I can guarantee you that those are going to the Nike Winthrop story. Those are going to their Sorcerers as the first candidates that they need to call and then we've got video interview so we can video conference in years, but now there are tools that you can utilize like hirevue lot of other tools where you can create a video of yourself and then send that to a candidate or you can do Skype meeting that there's lots of different way. So be thinking about some of these Trends

and how you might Implement those in your process to get a more effective interview. Done looking at these pictures and then I'm trying to bring pictures of what an interview process might look like and I ran across this one of these two women that I've asked out, but I want you to look at that. Yeah, that's from that. They are of Madmen and yet time and time again. I'll be walking by a conference room and seeing, you know, just that process right there. But I challenge you to do more creative interviews where you got paired programming

or presentations, Oregon that the Casual environment where people are more relaxed and will engage with you. You know, Jerome was talking earlier today about the c-level suite and how hiring is in the top three of their focus and I listen to to our leaders talk and about what they're doing and I see these quotes from people like know Steve Jobs talking about going to exceptional links to hire the best people in the world and then Marc benioff who says hiring was and still is the most important thing that they do

you imagine working for somebody like that having that type of individual behind you where you can experiment and create and go to exceptional links to hire the best people I can imagine that that's not who I work with need Adam Adams who I work with Adams one of her hiring managers in WoW. His quote is certainly not as inspirational as the others what I love about Adam was he was willing to run the experiment with me. He was open to try something new because we

weren't finding the talent that we needed to fill his role and he was in pain. And so what we do at Oppenheimer funds has something called go see so if we hear about a company doing something very Innovative or Leading Edge, we will send a group of individuals out to that organization to learn a little bit more and one organization we visited was called Menlo Innovations in Ann Arbor, Michigan and the founder of Menlo wrote a book called Joy ink and in the book, he had talked about their recruiting process and how they brought in this huge. The people and they pair them up with each other

and they did this all day interview process and they hired this fantastic team and it sounded really interesting but it was nothing that we in a very conservative highly regulated environment could do. So what Adam and I talked about is how can we run this experiment try something on our own something that's similar to what they did that might give us similar results. And so we sat down and talked about what are the core skill sets that he needs. Just give me three in order for somebody to be successful in this role. And so we went as a

recruiting team and started sourcing for those three core skill sets. And then Adam in the team shot down and using are hiring Tab and smartrecruiters came up with what we were going to assess on have any of you used that cool tool where you can put your Yorkie assessment questions into the tool. We use that to understand what it was that they were going to be assessing in the interview process and then Adams team created three different case studies real live work that they do on their team that these interviewees were going to do and then the day came around and we had eight

people show up that met these core skill sets in Mayans you nobody on Adam's team including Adam had seen a resume just had to trust their recruiting team that we knew what we were doing. And we took those eight people away March them into a conference room. And the first thing we did was had them do an icebreaker. They build a spaghetti Tower together and guess what even in that simple exercise we were able to identify an individual that wouldn't move forward. You know why I grabbed the spaghetti out of his partner's hand because he was frustrated. It was really

fascinating and then we started the case study So Adam and his team stood up and talked about the background for the case study and what they were trying to do to accomplish and learn an answer some questions. There was a little give-and-take and then we switch the partners and had them together and one of the criteria was they had to ensure that their partner made it to the next round of interviews in order to be successful in their interview. And so we went through this and it was about a 3 hour. And went through three different case studies switching the partners each time at

the end the candidates left and we sat down and the team close their eyes and we did a quick thumbs up thumbs down that make up their mind on but anybody that was 100% thumbs up moved to second round of interviews anybody that was thumbs down automatically rejected talked about those are there were Midway and got to that consensus the next day we brought in the finalist. They stayed for three hours one-on-one pairing with each other. And they got to see them in the actual team environment. They got to meet some of this some more of the team and by the end of the

week, we had made our decision. So from the time we begin and sourcing to the time we made the offer was a two-week period for a niche skillset and guess what individuals hired into that role are super super successful and the team would not have hired them if they had seen their resume. So going into this there were some fears there were a lot of fear that they weren't going to get a quality candidate. Like I was going to do this type of interview process. But they learn some things they were surprised at what they learned as they went into the end. They they understood who would be

a fit and who wouldn't be and they gained insight into the candidates that they would never have gained in a traditional interview process. And from that it began to grow organically other managers said hey, I'm going to try that thing that had him tried other managers were like I only want to do this going forward to creating this process and experimenting and trying really got us to a spot where we were effective at hiring. We threw out the assessment we threw out the resumes for the hiring managers. We threw out the

traditional interview process and yet we were super successful in bringing on board the right people. So I have time for 2 and I was just so I didn't know how much time to the looks like. We've got about 4 minutes if anybody has questions. Oh great question. Yeah. So what we did was that day after we did the thumbs-up thumbs-down we sent an email to all the candidates and it was one email and we said, you know, thanks so much for participating. We really enjoyed getting to know you we have decided to move forward with no X Y and Z wish you the best of luck. Please don't

hesitate to apply to to something again in the near future. We had several candidates that were rejected. Send us a thank you email so it was very positive. AR questions I'm here now. Great, so I'm going to leave you with this. It's time to run the experiment. So think about what's your experiment? What are you going to run when you get back to the office? What have you learned? What do you want to implement? What's your experiment? I guess I know.

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