The 8-Step Hiring Process – Part 3


, , , , , , , , ,

In the third and final part we cover steps 6, 7 and 8.

Step 6. Interview and Select the Candidates

Six, interview and select the candidates.

You’ve met the candidates, you’ve completed the interviews, now to take stock and select the successful applicant.

The hiring manager (and where applicable, the line-manager) make the selections. Depending on your organisation, such as a country manager reporting to head office, sometimes a more senior person might have to approve the outcome.

Step 7. On-Boarding, Probation & OJT

Contrary to what some sales people might think, a sales is not complete until they receive the payment.

Similarly, hiring is not over until your new employee clears probation. That’s the seventh step.

The hiring manager and line-manager handle the following stages of the hiring process:

  • On-boarding
  • On-the-job training
  • Probation

Step 8. Confirmation

If the new employee successfully completes the probation, the line-manager recommends confirmation and the hiring manager/business owner approves.

This in a nutshell is a typical 8-Step Hiring Process.

Copyright @ Eric Alagan, 2019

The 8-Step Hiring Process – Part 2


, , , , , , , , ,

Continuing from last week, here are steps 3, 4 and 5.

Step 3. Short List the Candidates

The third step is to shortlist the recruited candidates.

If you use an employment agency, they’ll handle the first round of short-listing.

But if you’re recruiting, then you need to shortlist the pool of candidates for the interviews. If you’re the business owner or office manager, you might be the one handling this human resource function.

Better still, there is a simple short-listing template coming up in a blog post. An admin-assistant can handle the short-listing.

Step 4. Maximise the Interview Event

Fourth comes the interviews, something you’ve been building up to.

In a short time, within an hour or less, you need to spot and select the right person. You can well imagine, the more preparations you’ve made, the higher the chances of finding a good fit.

The person you want and for that person to want to work with you. It works both ways.

Have two people carry out the interview—the hiring manager and the line-manager. If there is no line-manager, then have a second person (perhaps the office assistant) make the pair. A second opinion helps moderate the selection.

Step 5. Contact the Candidates

Fifth step, contact the candidates. Why is contacting the candidate a step by itself?

Because the interview starts when you make that first contact—not when the candidate first walks into your office.

There is a method to making first contact—something that most hiring managers ignore. More of this in later blog posts.

In the next post, we conclude this 3-part series with steps 6, 7 and 8.

Copyright @ Eric Alagan, 2019

The 8-Step Hiring Process – Part 1


, , , , , , , , ,

Can you guess the 8 steps in a simple hiring process? In a 3-part series of blog posts we’ll cover all 8 steps that a typical small business owner could mirror.

Step 1. Define the Job Requirements

Define your requirements regarding the job and the candidate—in the order of importance:

  • The job scope—what you want the person to do
  • The candidate’s qualifications—hard skills, soft skills and expertise
  • The job title—position in the business hierarchy

Notice that job title comes last. Most employers start with the job title and build in the problem from the word—Go!

In many small businesses the office manager or the owner himself might define the job requirements.

But—this is important—if you destine the new hire to work for/report to a particular line-manager, then involve that line-manager when defining the job requirements.

You’re the boss; the engine under the bonnet; the hands on the steering wheel, driving the business. All true. But every business is a team effort. At the very least, a second opinion helps with moderation. Moreover, you’re paying good money for that line-manager. Maximise your money. Tap that line-manager’s input. Plus, he has to work the new hire. Give him a say. Get him to buy into the hire.

Step 2. Recruit a Pool of Candidates

Recruit a pool of candidates and remember, the larger the pool the greater the choice. This is the class from which you will choose the best.

There are various avenues for recruiting: via advertisements, referrals and internal recruitments. Increasingly, organisations outsource recruitment to professional agencies—head hunters, as they’re sometimes referred to.

Join me next time for Steps 3, 4 and 5. And keep count of how many steps you guessed.

Copyright @ Eric Alagan, 2019

Scenario Questions


, , , , , , , , ,

For some jobs, such as sales/marketing/business development—individuals can stand on their track record.

But how do you identify track record/expertise where people work in teams? Think of the shirker in your old college project team. Has the candidate applying for the job hijacked his team’s success as his own? Worse, is he blamed for his team’s failure?

But some hiring managers rely on “years of experience” as a proxy for “expertise”.

Scenario or situation-based questions are the best means to identify expertise.

If you’re a HR manager seeking someone for a HR function, you know the questions to formulate. You have the job-specific skills to pull this off.

If the scenario question is specific to a line function invite that line-manager to construct the questions. He knows best the problems and the help he needs.

Here is a sample scenario question for a hydraulic systems technician in the automotive, industrial, aviation, or marine sector:

System pressure is low. The pressure gauge is not defective. Full reservoir; and the system plumbing is not leaking. What could be the problem?

This is a common trouble-shooting scenario for hydraulic technicians. He might have worked in a workshop for many years. But was he mopping the floor and topping up the oil? Or was he in the thick of things? A scenario question will nail his level of expertise and experience.

Caveat: Do not allow line-managers to waste the interview session by having them cover questions which the HR person can handle. Questions such as what is your strength; what is your weakness; and similar generic themes.

In fact, when the HR or hiring manager is interviewing the candidate, the line-manager should keep silent; study the candidate’s body language; and pick up hints regarding his character.

Copyright @ Eric Alagan, 2019

Identify, Measure and Grow Human Capital


, , , , , , , , ,

Here is an outline to identity, measure and grow your team’s human capital.

List 3 to 5 soft skills you desire or reflects your management style, business needs, and corporate culture. Take a team approach (from multiple stakeholders) and draw up this list.

Construct questions to identify the soft skills and proficiency tests to verify expertise you seek. Do not rely on mere “years of experience” as time spent on a job does not equate to expertise. Proficiency tests could be multiple choice or short-answer questions and scenario based questions.

Establish a baseline with internal staff. Interview and test your existing staff. Assign numerical scores (for example, give scores of 1 to 10) for the interview questions and proficiency tests.

To minimise subjectivity (the bane of interviews and selections) use the same questions and sequence for all candidates. Use a template to keep the interview and selection process consistent.

To further minimise subjectivity, have at least two interviewers and average their scores for each interviewee.

Collect the scores and establish your team’s average score. You have a numerical target.

To ensure growth in your team’s human capital, every new employee must exceed the team’s average score (the numerical target).

Copyright @ Eric Alagan, 2019

The 3 Types of Capital


, , , , , , , , ,

Businesses require 3 types of capital:

Financial Capital

Money grabs the most attention and the large corporations, with their deep pockets, enjoy a clear advantage.

Time Capital

Time is money. Unlike spent money, you cannot recover spent time. Moreover, everyone has the same 24 hours: an individual, a mom-and-pop shop or a huge corporation.

Human Capital

People working in an organisation contribute their talent for rewards. And the more human capital a business accumulates, the better its chances of success.

What is Human Capital?

In simple terms, human capital comprises 3 components

  1. Hard skills (training and qualifications)
  2. Technical expertise (includes experience)
  3. Intangible qualities (soft skills)

When members of your team possess all three components in the right proportion, your team’s human capital grows.

Ensure that you interview and select the right people.

Join me next week for an outline to identify and grow your team’s human capital.

Copyright @ Eric Alagan, 2019

The 10 Goals of Performance Appraisal


, , , , , , , , ,

Managements and human resource (HR) experts are great fans of performance appraisals because of the benefits.

Here is a list of the 10 goals:

  1. To reward exemplary performers.
  2. To motivate under performers.
  3. To identify training needs.
  4. To improve communication.
  5. To decide on staff retention or termination.
  6. To validate training & development programs.
  7. To test effectiveness of recruitment & selection.
  8. To measure gaps in targets and results.
  9. To establish forward goals.
  10. To comply with statutory and/or union awards.

The benefits are compelling and real. In its most basic form, and one that the vast number of organisations adheres to, the annual performance review is central to performance management.

Sound human resource management demands that your performance review protocol meets all 10 of the above goals.

Copyright @ Eric Alagan, 2019

Free Book: Human Capital Growth Model 2nd Edition


, , , , , , , , , , , , ,

New Launch. Second edition. Heavy revision. What little fluff existed in the original book was edited out and the page count reduced—without forsaking content. Contains 20 tables to the 10 in the original book.

Thin book, thin on theory. Condenses several decades of hands-on business exposure.

The FREE download starts on 22 Oct 2018 (12.00 am PDT) and ends on 26 October 2018 (11.59 pm PDT). Note: Pacific Daylight Time is 7 hours behind Greenwich Mean Time.

Download FREE eBook. Click on image.

For a limited time. Free offer will not be repeated.

Handbook specially crafted for busy business owners and managers, and addresses these seemingly elusive questions:

  • What is Human Capital?
  • How do you identify Human Capital?
  • How do you measure Human Capital—Individual & Team?
  • How do you grow your Team’s Human Capital?

Ranked #1 Bestseller (Entrepreneurship Management) on Amazon

Ranked #1 Bestseller (Organizational Learning) on Amazon

Ranked #1 Bestseller (Human Resources & Personnel Management) on Amazon

Subscribe/follow my blog so you do not miss out on future free offers. Thank you!

Key Takeaway:

Simple spreadsheet based Human Capital Growth Model that:

  • Provides Quantifiable Results
  • Allows Customizing to Management Preferences
  • Measures Line and Staff Functions
  • Adapts to Business Cycles

For a limited time. Free offer will not be repeated.

Click on link for free preview and download

*** Copyright @ Eric Alagan, 2018 ***


Books to de-Stress



Laughter is a great form of stress relief, and that’s no joke – Mayo Clinic

Humour is a very effective, simple and inexpensive way to decrease stress – Harry Mills, Phd., Natalie Reiss, Phd., and Mark Dombeck, Phd.

The above are just two of the dozens of articles one sees when searching the internet for the key words humour, stress, and relief.

Click on the images below. Have some laughs. De-stress.

Click image for free preview:

Click Image for free preview:


Eric Alagan

Stress Management | Tip


, , , , , , , ,

Every morning, Alfred would complain about how stressful it was to drive to office. Heavy traffic. Inconsiderate road users. And the traffic snarls from accidents caused by some ‘idiots’ as he would refer to those involved. He would enter the office in a foul mood and take hours if at all for him to simmer down.

Know anyone like Alfred?

Mabel on the other hand never complained about how stressful it was to drive in morning rush hour. She would enter the office with a cheerful greeting to all she met, including the security guard, office cleaner and coffee lady. She was the life of the office and people gravitated to her good nature and cheery demeanour.

Know anyone like Mabel?

What was Alfred doing wrong and Mabel doing right?


To begin with, while Alfred sought out someone or something to blame—externalised his problems—Mabel internalised her responsibility, she looked within and took charge of her happiness. This was all the more remarkable, as she too used the same route taken by Alfred and, in fact, lived in the same neighbourhood.

This is how she ensured a stress-free drive to the office:

  1. Mabel departed from her home on time. She was never a minute late, for she knew in the morning rush, every minute—every minute—added traffic to the roads.
  2. She knew her route very well—in minute detail. Once she left her home, she would get onto the lane that entailed minimum lane switching. She would not switch lanes just to squeeze into one car length ahead, for Mabel knew this meant unnecessary stress and worse, the risk of accidents. When traffic slowed, she would remain in her lane. She had already factored in the time.
  3. She always filtered into lanes by getting behind the next car—not racing to cut in front of the next car.
  4. She always gave advance signals of her intentions and maintained adequate gap from the car ahead.
  5. If for whatever reason, traffic held her up, she will not let the delay irritate her into committing rash manoeuvres. On such occasions, Mabel would think of her loved ones and how much her safety meant to the people at home. And she would call in and inform her boss or co-worker that she was running late. She used a hands-free phone kit.
  6. Mabel practised safe driving. She took charge of her well-being. She always arrived cheerful at the office.

Be the Mabel in your office. And driving—even in rush hour—can be pleasant and stress free. You will be ready and calm and make good quality decisions. You owe this to your co-workers and more importantly to yourself.

*** Copyright @ Eric Alagan, 2017 ***