ASQ - Team and Workplace Excellence Forum


Online Edition - June 2001

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Issue Highlight — A Sad and Grateful Remembrance
- Peter Block reflects on the life of friend and colleague, Joel Henning. Read about his lifelong contributions and what we can learn from his vision for a brighter future.

 In This Issue...
A Lesson In Leadership
Holding On
Microfiching For A Solution
Solving The Presentation Puzzle

Reopening "The Diary Of A Shutdown"


 Features...
Peter Block Column
Views for a Change

Pageturners
Brief Cases


Return to NFC Index


Views For A Change


Consultant Q&A

Vince Ventresca Responds:

More organizations are utilizing employee groups to assist in the hiring process every day. In general, the practice is productive and will benefit the greater cause. In order to truly capture benefit to the greater cause, formalization of the process is critically important.

   My suggestions around implementing an employee assisted hiring process are as follows:

The Integrity Process
• Designate the appropriate employee groups to participate. These groups should be representative of a corporate cross section and reflect the majority norm in belief and behavior.

• Train each representative on interviewing skills and define the objective for their interaction.

• Expose the candidate to the process and let them know what to expect during their second interview with the employee representatives. Let the candidate know they should be prepared to ask questions of this diverse group in order to formulate an understanding of the culture. During the candidates third and final interview, be sure to reflect on the experience, expose feedback from the group and discuss alignment with the corporate culture as well as competence.

• Follow-up with the representative groups that provided interviewing assistance. Giving them feedback will help to build their skills and keep them part of the process.

  The aforementioned steps should be customized to fit your organizational needs. In my experience this model is most effective when it follows a process rich in communication, collaboration and accountability.

Pros and Cons
Some of the benefits you can expect from this endeavor are; buy-in from existing staff as it pertains to helping new hires succeed, quicker orientation for the new hire due to prerequisite interaction and most importantly, a heightened sense of collective accountability from the new hire and colleagues.

   Some of the downfalls to this model are; staff and candidate confusion due to lack of preparation, negative views of the culture and poor presentation of the organization. Although all of these items can be avoided easily, they are usually the first to be overlooked.

   Obviously the benefits outweigh the downfalls. If you plan the process, measure it closely and provide opportunity to improve upon it, your organization will reap the benefit of a forward thinking model for hiring and retaining great employees.

VINCE VENTRESCA, PMP is a Project Consultant at Advanced Management Services, Inc. His firm consults and trains in continuous improvement, project management and management development. Vince focuses on integrating quality principles into project and organizational development practices and the synergy of people, process and technology. He can be reached at info@amsconsulting.com.

 

John Runyan Responds

 

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