You Don’t Have an Employee Engagement Issue. You Have a Selection Issue
It is time to hire to fit the culture and move beyond hiring for skills, knowledge, education and experience. But with virtual interviewing and diversity, equity and inclusion pressure, how do you succeed? This session will provide you answers on how to ensure you are successfully executing a structured behavioural interview. The outcome: making hiring decisions based on the candidate's alignment with the company values. This structured process gives the hiring managers the tools they need to make the correct decisions to hire and whom to pass over. This means of selection provides a common foundation for ensuring the people employed will thrive in your employee experience, have high engagement levels, and have a more prolonged and positive impact on the company's success. Another outcome is putting the selection's responsibility, both the successful and less-successful hires, on the hiring manager; stopping the recruiter from being blamed for bad hires.
Learning Objectives:
- Learn how to get the hiring manager and the recruiter focused on the keys for success.
- Find out how hiring for fit to the culture, and not hiring in one's own image, actually helps ensure proper attention is paid to hiring a diverse employee population.
- Discover issues with virtual interviews that go beyond technology.
- Learn the six steps to writing actual behavioural questions.
- Learn how to use a panel interview more effectively.
- Learn to identify the behaviors of the value to hire for fit to your company culture.
- Find out how to apply a scoring process to the candidate's fact-based answers.
David S. Cohen
Dr. David S Cohen, Ed. D. has a vision: organizations that thrive by living their values in good times and especially VUCA times. David's first career was in elementary and high school education, where he built a reputation for building school communities based on purpose and social responsibility. Thirty-three years ago, David transitioned to corporate consulting. As a consultant, David earned a reputation as a contrarian consultant because he does not always follow what is popular in his chosen field. David works with leaders helping them understand what is and what is not necessary to build an active and positive organization. He helps leaders' step into life's challenges, inspiring them to create a sustained approach through a values-based focus, resulting in better business results. David has had the privilege of partnering with firms across five continents and all business sectors. Additionally, he has worked with governments, from the local to the federal levels, and not-for-profits.
He has taught at Queens University School of Labour Relations and the executive education program at the Schulich School of Business, York University. Currently, he teaches organizational development at Durham College. David earned his doctorate from Boston University in Humanistic and Behavioural Studies. During that time, he also completed independent studies at the Harvard School of Education, where he was a teaching assistant.
David is a keynote speaker, educator, disruptor, facilitator, team builder, and executive coach. He has authored two books and numerous articles in professional journals.
- The Talent Edge: A Behavioral Approach to Hiring, Developing, and Keeping Top Performers (John Wiley and Sons, August 2001)
- Inside the Box: Leading With Corporate Values to Drive Sustained Business Success (Jossey-Bass September 2006)
When David is not travelling, he is hanging out with his five grandchildren, when possible, attending Toronto Raptor's games, or relaxing with family and friends.
David is honored to be recognized by the GlobalGurus30 as one of the top 30 GlobalGurus in Organizational Culture.