Recruit to Retain for Unisys University

Recruit to Retain
Selecting the Exceptional from the Best
Manager Effectiveness Training
People Initiative Board @ Unisys Federal Systems
Used with Permission of G&A Inc.

Mystery Acronyms and Takeaways
Themes * Takeaways
1. RR 1. Roles and Responsibilities
2. CC 2. 10-Q Core Interview
3. 24 3. Behavioral Qs **
4. TT 4. 5-Area Assessment
5. QH 5. Interview Process
6. 85 6. Competencies + Qs **
7. SIR 7. Evaluation Form
8. Problem Solver Traits
* Mystery Acronyms:
Speak out when you
9. Recruiting Culture Scorecard
discover an acronym 10. Survey New Employees
in slides ahead… 11. Survey Hiring Managers
12. Workforce Planning **
• Operational to Strategic
** Reference Section
Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted. Page2

Contents MGR Effectiveness Training
Program Facilitators: Pam McGregor and Bill Gunn
 Vision
Candidates are Customers
 Recruiting Roles and Responsibilities
Recruiting Cycle ▪ Roles in Brief ▪ Recruiting Culture Scorecard
 Job Requirements / Requisitions of Quality
Quality of Hire ▪ Quality Requisitions ▪ Source of Resumes
 Selection Interview or Conversation
The Art of Selection ▪ Intake Session ▪ Resume Lab ▪ Problem Solver Lab ▪ Problem
Solver Self-Assessment ▪ Problem Solver Behavioral Questions ▪ Interview Evaluation
Report ▪ 10-Q Core Interview ▪ Source of Hire YTD 10/31//2011 ▪ Hiring Manager
Activities ▪ Survey New Employee ▪ Survey Hiring Manager
 Reference
EEO ▪ Relationship Recruiting Quiz ▪ Hiring Managers Schedule Time ▪ Three
Recruiting Arenas ▪ 5-Area Interview Evaluation ▪ Behavioral Interviewing for
Competencies ▪ Agility ▪ Business Savvy ▪ Client Focus ▪ Diversity ▪ Excellence ▪
Initiative ▪ Integrity ▪ Leadership ▪ Respect ▪ Success ▪ Questions You Avoid ▪
Position Priorities ▪ Recruiter Role ▪ Hiring Manager Role ▪ HR Director Role ▪
Resource Manager Role ▪ Candidate’s 1st Day ▪ Recruiter Profile ▪ Reference Checks
▪ Telephone Interview ▪ Workforce Planning ▪ Recruiting Org. ▪

Vision
Recruit to Retain (―RTR‖) is among the most
importantleadership actions assigned Unisys
management
RTR is defined by ―Relationship Recruiting‖which sees
the Candidate as Customer, knowing that 85% of job
motivation requires matching skills to job specs
RTR requires speed, courtesy,andpositive energy
throughout the recruitment cycle as all Unisys leaders
become champions of Recruitment and Selection
RTRcommits to EEO
RTR measures quality of hire, the candidate experience,
start date precision, and cost of turnover to help us build
a stronger Recruiting Culture so all of us will soon be
able to select the exceptional from the best!


Roles
Exactly, whoisinvolved?


Leadership

Ed Coleman has said that at Unisys
―we are all in sales.‖
Ted Davies is quick to add that
―good recruiting is all about sales
and at Federal Systems,
we are all recruiters.‖


Recruiting Cycle Shortened by Unisys Teams
Recruiting Cycle Event Event Days Total Days
Observe Need — Start 1 1
Open and Approve Requisition 5* 6
Source Internal/External Candidates 5* 11
Screen and Pre-qualify Candidates 5* 16
Manager Interviews / Conversations 10* 26
Complete Interview Assessments 5* 31
Schedule 2nd Interviews (in person) 5* 36
Interview Results — Hire Decision 1 37
Craft Offer and Receive Approvals 2 39
Extend Offer (verbal, email, FEDEX) 5* 44
Candidate Accepts (after background) 5 49
Approve Offer Exceptions 2* 51
Candidate Gives Notice / Starts 1st Day 14+* 65+

* How do we shorten these event time frames?


Roles in Brief
Recruiter TEAM OF TWO WITH HM Hiring MGR TEAM OF TWO WITH RECRUITER
Sell Unisys, coach hiring Sell Unisys, staffing demand plan,
managers throughout the publish REQ at right level showing
recruiting cycle; maintain key skills needed, contract type and
qualified candidate flow, name, priority; interview, assess, select,
build pipelines, pre-qualify, aid in on-boarding and fast productivity
refer, interview, assess, for new employee
recommend, negotiate

Resource Manager HR Director
Sell Unisys, forecast demand, Sell Unisys, assist in skills
monitor resource utilization and forecasts, ensure role summary is
training, collaborate on recruiting accurate and at right level, assist
strategies, place available staff, in interviews, oversee offers, help
acquire contract labor, innovate in on-boarding and welcome new
cost containment employee on start day


Roles in Action
The Hiring Manager (―HM‖) receives assistance from…

OPEN REQ HM (self)
APPROVE HM HR Dir. Res. Mgr.
SOURCE INT. HM Res. Mgr.
SOURCE EXT. Recruiter
PRE-QUALIFY Recruiter
INTERVIEW HM Recruiter
OFFER APPROVE HM HR Dir./COMP Dir.
OFFER EXTEND Recruiter
BACKGROUND Recruiter
OFFER EXCEPTION HM HR Dir.
START DATE HM Recruiter HR Dir.
BUDDY ASSIGNED HM HR Dir. Res. Mgr.


Candidates are Customers

Do Unisys job seekers feel valued? [ ] Yes [ ] No
Hiring executives, resource managers, and recruiters practice the
art of ―Relationship Recruiting.‖ Unisys ―Teams of Two‖ win
the most talented candidates when these candidates enjoy
exceptional recruitment and on-boarding experiences!
Schedule time to focus. Then attract, meet, assess, select and
close the most qualified inside and outside candidates.
The24-Hour Rulecloses the loop between hiring executive, recruiter
and candidate. Speedy collaboration wins top talent.
Recruiting teams Sell Unisys as the blue chip employer of choice!
And we demonstrate how an open position matches a
candidate’s interests, knowledge, skills, and abilities (85% rule).


Manager Success
Recruiting, Staffing and Retention Work
1. Talk / plan with recruiter and/or resource manager
2. Adjust 90-day (one year) hiring forecast
3. Consider re-hiring strong performers who left Unisys
4. Develop and prepare current staff for transfer/promotion
5. Evaluate resumes respecting the ―24 Hour Rule‖
6. Meet with HR Director
7. Conduct telephone conversations (―24 Hour Rule‖)
8. Schedule and perform in-person interviews
9. Complete interview evaluation forms
10. Open new requisitions (close or put others on ―hold‖)
11. Sell Unisys as the place to work
12. Welcome new hires on Day One and mentor new hires
closely during first 90 days or longer

We’re always recruiting!
Recruit to Retain – PIB Manager Effectiveness Training - © 2011 G&A, Inc. / Permission granted.
Page 11

Recruiting Culture Scorecard
Corporate Enterprise Recruiting Department
1. Employer Brand [ ] 10. Recruiter Team Scalable [ ]
2. Employment Value Prop [ ] 11. Recruiters Skilled [ ] *
3. Comm./P.R. Staff Engaged [ ] 12. Recruitment Branding [ ]
Business Engagement 13. Job Seeker Satisfaction [ ]
4. Recruiting Cycle Metrics [ ] * 14. Employee Referral Program [ ]
5. Workforce Planning [ ] 15. Co-Brand w/ Top Suppliers [ ]
6. Hiring Mgr Effectiveness [ ] *
*Submission to Interview Ratio
Technology
7. ATS / Resume Databases [ ]
8. Social Media Launched [ ]
9. Career Website Influence [ ]

Perfect Score: 45
Ratings: ―3‖ Best |―2‖ Better |―1‖ Good |―0‖ Zilch


Requisitions
--

Quality
How long does it take you to open a REQ?


Quality of Hire

1. Role
Analysis 2. Structured
Screening

3. Positive
7. Workforce Candidate
Planning ―QoH‖ Experience

6. Source 4. Recruiting
of Hire Cycle Metrics
5. Satisfaction
Surveys


Video

Dirty Dozen Rules of Talent Management:

Rule #1 – Advertise for Alignment
Speaker Tim Sanders explains the importance of
working strategic alignment into your advertisements
when you are searching for new talent.

Resource requisitions are the basis for all ads…

Dirty Dozen Rules of Talent Management: Rule #1 – Advertise for Alignment –
Tim Sanders


Quality REQS See Quick Reference Guide
Quality Hires Begin with Quality Job Specs

 A Strong Requirements Document
1. Highlights Unisys Employer Brand
2. Displays Job Title that is Understandable in Job Market
3. List five or more Job Responsibilities
4. Outlines Qualification ―Must Haves‖ and ―Nice to Haves‖
5. Sells Unisys Value Proposition / Employment Brand
 Indicate Priority, Contract Type, and other data as prompted in
ESS ―Recruiting Solutions‖
 Remember the REQ must be open a minimum of one week
o Open usually 90 days for temp-to-hire conversions

Belonging + Accomplishment+ Recognition =
Workforce Motivation & Retention


Source of Resumes Job Seekers Attracted to Unisys Roles
1. Unisys employees from across all Unisys Groups (resource management)
2. Unisys.com resumes in Recruiting Solutions / ESS
3. Social Networking
4. Employee Referral Program
5. Executive referrals (no awards)
6. ―We want you back!‖ campaign | Rehire ―Stars‖ lost through attrition
7. College recruitment programs
8. Industry analyst and colleague networking (―sourcing‖)
9. Job board searches Monster.com, Careerbuilder.com, Dice.com, other
10. Researchers (hourly fee to source but not fully qualify candidates)
11. Contract recruiters (scalable recruiting power)
12. Image and branding ads in trade journals and newspapers
13. Trade fairs, conferences, professional society mtgs. (passive candidates)
14. Technical school recruitment programs (sometimes overlooked)
15. Radio advertising (good for passive candidates and open house events)
16. Airport hallway and other billboard advertising (seek passive candidates)
17. Direct mail and direct e-mail campaigns (good for passive candidates)
18. Recruitment ads in newspapers/magazines (seldom a good choice)
19. Preferred subcontractor suppliers (RAP ―temp-to-hire‖)
20. Employment agency recruiters as last resort— save the 20% to 30% in fees


Interviews
--

Conversations
What the best length for an in-person interview?


Video: Selling versus Listening

Lincoln Crawley, Managing Director
Manpower
Australia and New Zealand
―A manager who is not sure of himself may spend interview time
selling the organization rather than listening to the candidate. Fifty-
fifty is about the right balance. Candidates need to know what to
expect if they come into the organization. You’ve got to know what
to expect of them.‖
Watch this two-minute video for insight.

Listening to a Candidate vs. Selling the Organization


The Art of Selection

The Art of Selection
1. Tell the candidate how the interview will be conducted
 what to expect from the process
 when a decision will be made
2. Look for strengths and accomplishments that are job-related
3. Remember the best predictor of future performance is past
performance
4. Hire problem solvers (learn to recognize the traits)
5. Keep in mind that people grow and change -- learning from a
past career mistake is a strength
6. Perform a short telephone ―screening‖ calls asking work-
related questions only -- listen carefully and take notes
7. Interview the candidate (a.) more than once, (b.) in different
settings and (c.) coordinate questions between interviewers
8. Tell a candidate if not qualified… be candid, be respected.


Intake Session
Intake Enables EarlyHiring Success
Discussion covers data like the following, and much more…
1. Job title, hiring manager, interviewers, target start date
2. New position, replacement, pre-bid, college hire fit
3. Long-term employment or short-term contingent labor (RAP)
4. Multiple roles, candidates identified, target sources/companies
5. Working with resource management to identify internal talent
6. Requirements and ―desired‖ skills
7. Compensation flexibility (desired versus maximum)
8. Career path, department culture, other selling features
9. Travel
10. Past star performers identified and invited to return
• Other items may be discussed including whether Selection
Interview training is needed by any of the interviewers


Resume Lab – List Strengths
EDUARDO RAMOS 597 Rock Road – Glen Rock, NJ 07452 – 201 567 4321 Ed.Ramos@comcast.net
PROFESSIONAL PROFILETwenty-two years of delivery, sales and operational experience in the IT Industry in
the US, Europe, and Latin America. Expertise in Network Services, Infrastructure Management, and Application
Development. A leader who excels at creating and executing a vision, motivating teams, and over-achieving business goals.
OBJECTIVE To motivate and lead an organization toward customer satisfaction and financial success.
2002–present Operations Director,IBM Global Services Miami, Florida
Developed IBM’s strategy for Financial Services and Telco for both North America and Latin America. Created marketing
and IGS offering strategies to increase overall business performance. Supported Senior IBM Executives in market trend,
technology direction, and delivery model expertise.
1998–2002 Sr. Business Development Executive,Hewlett-Packard Palo Alto, California
Lead Sales Executive who qualified, sold, negotiated, and closed strategic outsourcing contracts. Led deal teams ranging
from 15-45 people. Closed several major transactions totaling $800 million TCV in aerospace, manufacturing, and banking
1993-1998 Business Development Manager, IBM Network ServicesIBM Tampa, Florida
Worked as the executive assistant to the IBM General Manager of the Network Services division, then a 2.2 Billion dollar
per year Business unit. Performed operational work on behalf of the General Manager. As Business Development Manager
grew revenues an average of 40% on a year-to-year basis.
1990-1993 Client Solutions Executive, IBM Brazil
Managed client relationship in $100 million per year 10-year infrastructure and applications outsourcing contact including
second year increase in applications business of $20 million per year
1983-1990 Network Services Country Manager, IBM Brazil
Launched and managed the Network Services Business in Brazil defining mission, organization, job function, five-year
strategy and one-year operational plans with revenue, investment, expense targets. Identified target markets, determined
the strengths and weaknesses of the competition and prepared a go to the market plan for each service line. Negotiated and
signed go to market alliances with local carriers. Managed the P&L and grew revenue an average of 60% year to year.
Fluent in English, Spanish and Portuguese | Creative, analytical, high energy, enthusiastic
BS, Computer Science, NY University | Open to travel and relocation


Resume Lab Strengths
Resume of Eduardo Ramos (candidate name/data changes)
1. Extensive experience infrastructure delivery, sales, and operations
2. Long tenures with IBM Global Services
3. Business development role with HP
4. Rehire into IBM GS (rehire can be an instant reference)
5. Versatility to perform Unisys roles
a) AE to manage P&L and customer relationship
b) SDM to lead people and service delivery
c) BDE to hunt and close business
6. International experience
7. Open to travel (Unisys looks for mobility)
8. Open to relocations (Unisys looks for mobility)
9. Fluent in English, Spanish, and Portuguese
10. Good sense of career direction seen in ―Professional Profile‖ and
―Objective‖ statements and self awareness of personal strengths seen in
―Personal‖


―Problem Solver‖ Traits

List five or more ―Problem Solver‖characteristics or traits: What
are those qualities seen in successful ―problem solving‖ colleagues?

1. ______________________________
2. ______________________________
3. ______________________________
4. ______________________________
5. ______________________________
6. ______________________________
7. ______________________________


Problem Solver * Self-Assessment
1. Solutions Focused [ ]
2. Open to reason [ ]
3. Treat others with respect [ ]
4. Identify issues and explore alternatives [ ]
5. Take responsibility for own behavior [ ]
6. Self-control including tongue [ ]
7. Intent listener to other opinions [ ]
8. Peacemaker – turns conflict into problem solving [ ]
9. Objectivity maintained regardless of environment [ ] Problem Solver Scale
10. Straightforward – presents information accurately [ ]
11. Willing to confront; attacks problems not people [ ] Champion 39 - 34
Very Skilled 33 - 27
12. Open to feedback – teachable, eager to learn [ ] Skilled 26 - 20
13. Personal style promotes dialogue and good relations [ ] Novice* 19 or lower

* Mentor Needed
Total Score: []
Rating Key:
3 = strength
2 = skill
1 = needs development
0 = no confidence in ability

* G&A thanks Dr. D.D. (Don) Warrick for his studies of Problem Solver and Resister / Hard-Core Resister behaviors.
Don Warrick and Robert Zawacki, University of Colorado, co-authored ―High Performance Management”


Communication Traits Rank the most used.

Listening | Reading | Speaking | Writing

– If you had to rank the most used skill by the average
person on a typical day, what ranking number would
you place next to each communication skill?
– ―1‖ is the highest used skill, ―4‖ is the least used skill.

[ ] Listening
[ ] Reading
[ ] Speaking
[ ] Writing


Communication Traits Estimate percentage of use.

Listening | Reading | Speaking | Writing

– Now, in 5% increments, estimate the percentage an
average person will use each communication skill in
a typical day.

[ %] Listening
[ %] Reading
[ %] Speaking
[ %] Writing

100%


UNISYS Interview Evaluation ReportClient/Program:____________________

Rate each of five areas with whole numbers only.Job-related comments are valued and requested.

Ratings: 4 = far exceeds requirements 3 = exceeds requirements 2 = meets requirements 1 = does not meet requirements
Candidate: _______________________________ Job Title: __________________________________
Work Location: _______________________ Dept. __________ Supervisor: ______________________

1. Work History/Experience — prior company and industry relevance, employment stability, commitment, loyalty
Rating: [ ] Comments: ______________________________________________________________________
2. Knowledge, Skills, and Abilities — broad technical knowledge and relevant accomplishments
Rating: [ ] Comments: ______________________________________________________________________
3. Job Interest and Motivation — enthusiasm for job and passion for industry, UNISYS, and mission of the organization
Rating: [ ] Comments: ______________________________________________________________________
4. Education and Training — undergraduate, graduate, certifications, professional development, life-long learning
Rating: [ ] Comments: ______________________________________________________________________
5. Personal Strengths/Characteristics — customer focus, problem solving, drive for results, peer relationships, listening
Rating: [ ] Comments: ______________________________________________________________________
Overall: [ ] average five ratings above Open Relocation? ( )Yes ( )No

Hire Recommendation: ( )Yes ( )No* ( )TBD Comments: ______________________________________________
* comments required

Evaluator: _________________________________ Date: _____________ Send form to HR within 30 minutes of interview.
CONFIDENTIAL once completed. All interview questions and written evaluation comments must be job-related.


10-Q Core Interview SAMPLE
1. Why are you in the job market today?
2. What attracts you to Unisys and our opportunity?
3. Tell me about two accomplishments that have given you the most
job satisfaction.
4. What would references from previous employers reveal?
5. Describe your present (most recent) work assignments and
associated challenges.
6. List your top three skills and abilities, and tell me why they are
core strengths.
7. What certifications or professional development are you pursuing?
8. What development goals have you established for yourself?
9. Have your problem solving skills been recognized in the recently?
10. What would past bosses say are some of your personal strengths
and characteristics?
This interview allows us to evaluate our five target areas...


Problem Solver Behavioral Questions

 Problem Solving
1. Describe how you solved a problem that others
around you couldn’t solve.
2. What were some of the toughest problems you ever
solved?
3. Tell me about a time when someone taught you a lot
about how to solve problems.
4. Do people generally come to you for help in solving
problems? Why, why not?
5. What do you do when a problem stops you in your
tracks?


―Source of Hire‖ Answers

Actual Candidate sources YTD November 30, 2011
RANK
[ -- ] Ads in Papers/Magazines so ―yesterday‖

[ 2 ] Temp to Hire Conversions26%
[ 3 ]Direct Hires25%
[ -- ] Employment Agencies ~ 6%

[ 1 ] Employee Referrals 42%


New Employee Satisfaction

New Employees complete 30 days after start dates:
RatingImportance
1. Recruitment process was professional [ ] [ ]
2. Recruitment process was responsive [ ][ ]
3. New job very interesting to me [ ] [ ]
4. Coworkers and manager welcomed me…
… I feel a sense of belonging [ ] [ ]
5. Role requirements fit my skills [ ][ ]

Rating Importance
4 far exceeds expectations 3 most important
3 exceeds expectations 2 more important
2 meets expectations 1 important
1 falls short of expectations


Hiring Manager Satisfaction

Hiring managers complete 30 days after start dates:
Rating Importance

1. Quality of candidates presented [ ] [ ]
2. Speed of candidate referrals [ ] [ ]
3. New hire start on time [ ] [ ]
4. New hire fit within team and culture [ ] [ ]
5. New hire fit skills to role requirements [ ] [ ]

Rating
4 far exceeds expectations Importance
3 exceeds expectations 3 most important
2 meets expectations 2 more important
1 falls short of expectations 1 important


Did we meet our stated goals?
Themes Takeaways
1. RR 1. Roles and Responsibilities
2. CC 2. 10-Q Interview
3. 24 3. Behavioral Qs *
4. TT 4. 5-Area Assessment
5. QH 5. Interview Process
6. 85 6. Competencies + Qs *
7. SIR 7. Evaluation Form
8. Problem Solver Traits
9. Recruiting Culture Scorecard
10. Survey New Employees
11. Survey Hiring Managers
12. Workforce Planning *
• Operational to Strategic
* Reference Section

Reference
EEO ▪ Relationship Recruiting Quiz ▪ Hiring Managers Schedule Time ▪ Three
Recruiting Arenas ▪ 5-Area Interview Evaluation ▪ Behavioral Interviewing for
Competencies ▪ Agility ▪ Business Savvy ▪ Client Focus ▪ Diversity ▪
Excellence ▪ Initiative ▪ Integrity ▪ Leadership ▪ Respect ▪ Success ▪
Questions You Avoid ▪ Position Priorities ▪ Recruiter Role ▪ Hiring Manager
Role ▪ HR Director Role ▪ Resource Manager Role ▪ Candidate’s 1st Day ▪
Recruiter Profile ▪ Reference Checks ▪ Telephone Interview ▪ Workforce
Planning ▪ Recruiting Org. ▪ Resource Management Organization ▪
Resource REQ Quick Reference Guide


Equal Employment Opportunity

At Unisys we value the dignity of each individual and are
committed to treating everyone with fairness and respect.
All individuals will have an equal opportunity to secure
gainful employment and to progress without unlawful
discrimination on the basis of race, color, religious creed,
national origin, citizenship, marital status, sex, sexual
orientation, being over age forty, disability, and U.S.
veteran status.
All decisions affecting the Unisys workforce will be made
on the basis of merit, qualifications, and competence.


EEOC Discrimination Quiz
Could you be practicing illegal job discrimination and not even know it?
Take this 60-second true-or-false quiz and see where you stand.

An employer…
 … can refuse to hire women who have small children at home
 … can generally obtain and use an applicant’s arrest record as the basis for
denying employment
 … can prohibit employees from conversing in their native language on the job
 … whose employees are mostly white and male can rely solely upon word of
mouth to recruit new employees
 … can refuse to hire women to work at night because it wishes to protect them
 … may require pregnant employees to take leaves of absence of a specified
time before their delivery dates
 … may establish different benefits such as pension and health insurance plans,
for male and female employees
 … may hire only males for a job if state law forbids employment of women for
that capacity
 … need not attempt to adjust work schedules to permit an employee time off for
a religious observance
 … only disobeys EEO laws when it is acting intentionally or with ill motive
This is an actual EEOC quiz.
All 10 statements are false.

―Relationship Recruiting‖ Quiz

―Relationship Recruiting‖ is… check one answer:

[ ] dating job seekers

[ ]hiring relatives

[ ]networking through Aunt Mary

[ ]treating job seekers like customers


Hiring Managers Schedule Time
Schedule time…

 No Openings? Invest an hour weekly to update
resource forecasts or review resumes within pipeline
to support business / revenue growth
 Openings? Commit six to eight hours weekly to
recruitment, interview, and retention activity
• ad hoc hours during week or
• regular schedule
~ 4:00PM - 6:00PM Thursdays
~ 8:00AM - 12:00 noon Fridays

Expert staffing drives high performance,
sustained customer satisfaction,
and revenue growth.
Page 39

Three Recruiting Arenas

#1 Employee
Reassignments

#2 External New #3 Temp Labor
Hires Acquisition

Unisys Competitive Advantage: Recognize and link these three
arenas. Goal is work simplification for hiring managers by using one
requirements document to access talent in any of the three arenas.

Page 40

5-Area Interview Evaluation
Q: What do we evaluate? A: Our Five Target Areas:
1. Work History/Experience — prior company and industry relevance,
employment stability, commitment, loyalty
2. Knowledge, Skills, and Abilities— broad technical knowledge and relevant
accomplishments
3. Job Interest and Motivation— enthusiasm for job and passion for industry,
Unisys, and mission of the organization
4. Education and Training— undergraduate, graduate, certifications,
professional development, life-long learning
5. Personal Strengths/Characteristics— customer focus, problem solving,
drive for results, peer relationships, listening
Rating Scale:
4 = far exceeds requirements
3 = exceeds requirements
2 = meets requirements
1 = does not meet requirements


Work History - 1

 Work History/Experience Interview Questions

1. What led to you to leave your past two (three) jobs
companies?
2. How did you acquire your last three positions?
3. Which of your past companies would you be most eager to
rejoin? Why?
4. What would references from previous employers reveal?
5. What two accomplishments have given you the most job
satisfaction?
6. Do you have an employment agreement (non-compete or
non-solicitation)?
(If yes, secure a copy and review with HR representative or recruiter.)


Knowledge, Skills, and Abilities | KSA - 2
Knowledge, Skills, Abilities Interview Questions

1. Tailor questions for each specific position. For example,
service delivery manager questions might address:
 Customer satisfaction
 Cost management
 Decision making and problem solving
 Productivity and people management
 Leadership
 Interpersonal/organizational effectiveness
2. Your questions might be framed as: ―Tell me about a time
when ...‖ or ―Describe a situation when ...‖
3. See also open ended questions on key competencies


Motivation - 3

 Motivation for Job, Department Mission, Unisys, and
Industry – Interview Questions

1. Why are you in the job market today?
2. Can you do the job?
3. What attracts you to Unisys?
4. How were you referred to Unisys?
5. Why do you feel this job is a good fit for you?
6. Will you love this job?
7. What motivates you to put forth your greatest effort?


Education & Training - 4
 Education and Training Interview Questions

1. How do you stay up to date technically?
2. What has been your most significant academic
achievement?
3. Why would those who know you best say that you are
committed to lifelong learning?
4. Are you presently pursuing any certifications or
professional development? Explain.
5. What development goals have you recently
established for yourself?


Personal Strengths - 5

 Personal Strengths and Competencies (LOMINGER)

1. What would your past bosses say are some of your special
strengths or characteristics?
2. How do you stay cool under pressure in very complex and
difficult situations?
3. Tell me about a time you overcame resistance inside the
organization to get a project done.
4. Have your team-building skills been recognized in past
performance reviews or career discussions?
5. What would your coworkers say is their biggest challenge in
working with you?
6. Why do your colleagues love working with you?


Competencies (10)
The 68 Lominger Competencies describe―fit characteristics.‖When
important competencies and strengths are part of a candidate’s skill
set and experience, the probability of on-the-job success increases.
Lominger Competencies include:
 Action oriented
 Approachability
 Composure
 Creativity
 Learning on the fly
 Managing vision and purpose
 Organizing
 Priority setting
 Problem solving
 Learning from experience
— The Recruiting Architect Executive Handbook


Agility
Agility Behavioral Questions

 Agility: Action Oriented, Timely Decision Making
1. Tell me about a time when you seized an opportunity, grabbed
something, and ran with it.
2. Tell me about a time when you needed information quickly and
could not get it through formal channels. What did you do?
3. What have you done when your work has become routine and
is no longer challenging? How did you deal with it?
4. Describe a recent situation that required you to take action
with limited direction or information. How did you handle it and
what did you learn?
5. What types of decisions have you been asked to make in the
course of your career? How comfortable were you in making
those decisions? Did you ever suffer any consequences as a
result of a decision that you made? If so, how did you feel
about your decision?


Business Savvy
Business Savvy Behavioral Questions

 Business Savvy, Business Acumen and Decision
Quality
1. In this ever-changing industry we are in, how do you keep
yourself abreast of industry trends, technology, and
competition?
2. This position requires strong decision-making skills. Give me
a recent example that would demonstrate this ability.
3. Give me an example of a time when your analytical skills
enabled you to resolve a problem or succeed in an assignment
or project.
4. Describe a business decision you made which did not have the
intended outcome. Why? What did you learn from it?
5. Tell me about a time when a colleague or peer approached
you for advice or counsel. Did your colleague use your
suggestion? Why do you think your opinion was sought?


Client Focus
Client Focus Behavioral Questions

 Client Focus
1. Give me an example of when you encountered a
difficult customer. How did you win the customers
trust?
2. Tell me about a time when you or your team
improved a customer relationship. How did you
recognize what improvements were needed? What
was the outcome?
3. Tell me about an occasion when your work was
criticized by the customer and what you did to put the
customer at ease or increase the customer’s
confidence.


Diversity
Diversity Behavioral Questions

 Diversity
1. Give me an example of how you have championed
diversity in the workplace.
2. Tell me about a time you had to deal with cultural
differences.
• What did you learn from this experience?
• Should you have done things differently?


Initiative
Initiative Behavioral Questions

 Initiative
1. Tell about how you brought about new procedures
and improvements to your last job.
2. What goals have you set for yourself in the last year
which you achieved?
3. How have you led a team when you were not the
person in charge?
4. Give me an example of a solution you presented to
your Manager that was ignored. What did you do
after that?


Excellence Behavioral Questions

 Excellence
1. When making a business decision, what are the key
factors you consider?
2. Give me a specific example of when you used these
factors in making a business decision?
3. Can you give me an example of a time when you
persuaded someone who didn’t agree with you to go
along with your decision?


Integrity Behavioral Questions

 Integrity
1. Give me an example of a business mistake you
made. How did you handle the situation?
2. You are at a meeting and asked for your opinion but
you know that your answer is not going to be popular.
What do you do?
3. Tell me about a time when someone else received
credit for something you had done. What did you do
and what effect did it have on you?


Leadership Behavioral Questions

 Leadership Role
1. Describe a difficult or unpopular management
decision you had to make and how you
communicated it to ensure your group ―bought-in‖ or
followed the decision.
2. Describe the most serious management problem you
ever faced and how you dealt with it.
3. Talk about a time when you effectively planned for
and mitigated a significant risk.
4. Describe interventions that you have taken when
financial indicators showed that targets would be
missed.
5. Tell me how you handled or managed an employee
relations issue that resulted in termination.


Respect
Respect Behavioral Questions

 Respect
1. Describe a time you had to work with a person you
didn’t like. How did you handle the situation
2. Tell me about a time when you were angry about a
business decision that was made and how you
handled the situation.
3. Tell me about a time you had to work with a customer
you did not like.


Success
Success Behavioral Questions

 Success: Planning and Drive for Results
1. What have you done that shows initiative?
2. What risks did you take in your last or present job? Tell me
about it.
3. Tell me about a time when you reached out for additional
responsibility. Why?
4. Tell me about a suggestion you made on the job to improve
the way things worked. What was the result?
5. Describe two specific contributions you would expect to make
during the first six months at a new company.
6. What methods do you to carry through on an assignment to
assure successful completion?


Questions You Avoid
Do not ask questions regarding…
– marital status
– age or date of birth
– religious preference
– observance of holidays
– spouse or relationships
– family planning
– views on religious, social, political, or racial issues
Questions must be job related with the goal of learning
about the candidate’s qualifications for the position!


Position Priorities
Assign each new open position the correct priority:

 Unisys Prime
o Requirement for a position where Unisys is the Prime Contractor
 Unisys Sub or IDIQ
o Requirement for a position where Unisys is the subcontractor or for
an IDIQ
 Pipeline / Future Demand
o Requirement for a position where a contract does not yet exist, for
a proposal or anticipated growth
 Indirect / Non-Billable
o Requirement for a position that is not billable on a direct project

These priorities can change during the recruiting life cycle.


Reference Check Worksheet Completed by HR / Recruiting

Candidate Name:
Executive Called: Title: Phone Number:
Nature of working relationship?
( ) boss ( ) supplier ( ) peer ( ) customer ( ) other
1. How long have you known candidate?
2. Why is candidate changing jobs?
3. What is candidate best known for?
4. How is candidate regarded by peers?
5. What is top accomplishment(s) or major impact?
6. Any high visibility or formal recognition earned?
7. Personal strengths/characteristics? (not biz or technical)
8. Is there a missing skill or ability that if acquired would enhance the candidate’s overall
effectiveness?
9. Is candidate known as a problem solver? Examples?
10. What are candidate’s most visible leadership qualities?
11. Anything else I should know?
12. Is candidate eligible for rehire? ( ) Yes ( ) No Note: a former manager or HR representative may answer

Note: Ask job-related questions only.


Telephone Interview Worksheet
Candidate’s Name:
Open Position Title:
Candidate’s Present/Last Position:
Candidate’s Present/Last Company:
Position RequirementsCandidate’s Knowledge, Skills, and Abilities

1.
2.
3.
4.
5.
6.
7.
8.

Conducted By: Date:

ASK JOB-RELATED QUESTIONS ONLY

Recruiter Role TEAMS OF TWO WITH HIRING MANAGERS

1. Coach hiring managers and clear obstacles for them throughout the
recruiting cycle.
2. Facilitate the effective use of systems.
3. Maintain qualified candidate flow and pre-qualify, refer, interview, assess,
recommend, and negotiate as needed.
4. Recognize the candidate as ―customer‖ and promote the ―24-hour rule.‖
5. Ensure sustained and consistent EEO outreach and results.
6. Support building a pipeline of "problem solvers" we can't wait to hire!
7. Provide tailored recruiting support that grows the business.
8. Perform with enthusiasm andhigh energy the roles of:
• Coach – promote effective and consistent process
• Reporter – so we know how we’re doing
• Representative – issues escalated, successes shared across Unisys
• Recruiter – provide tailored support


Hiring Manager RoleTEAMS OF TWO WITH RECRUITERS
Hiring Managers…
1. Are "always recruiting" and ready to ―market‖ Unisys.
2. Open high quality REQS at the level needed by the business
3. Maintain current Priority codes
4. Support recruiters in "relationship recruiting" behaviors so
candidates are kept informed.
5. Follow the ―24 Hour Rule‖ to shorten the recruitment cycle
• communicate level of interest on candidate submittals
• interview or schedule interviews with candidates
6. Are disciplined and devote time weekly to some recruiting task
even if no current openings.

We’re always recruiting and
treating job seekers like customers.


Resource Manager Role

1. Demand forecast including ―hot skills‖ and college recruitment
2. Ensure resource skill development and maximum utilization of staff
3. Engage resource management organizations across Unisys
4. Review internal resumes as needed to assist hiring managers
5. Expedite interview selection process to include adherence to the
―24-hour rule‖
6. Collaborate on resourcing strategies with HR representatives
7. Participate in new business staffing deliverables by identifying and
presenting qualified employees for contract and account team roles
8. Work with HR recruiters to fill openings on defined ―target dates‖
9. Control acquisition and deployment of subcontract labor
10. Innovate cost-containment actions


HR Director Role

1. Assist in forecasting talent needs and resourcing strategies with
resource management and recruiting teams
2. Collaborate to help identify candidate competencies needed and
contribute to creative, strategic, and multi-channel sourcing plans
3. Partner with recruiting team to ensure well defined role levels and job
descriptions are available for posting
4. As needed assist in interviewing and evaluating candidates
5. Oversee offers for appropriateness
6. Assist in on-boarding activities as needed to ensure a positive
candidate experience
7. Welcome new employee on day one


Candidate’s First Day
Recruiter’s responsibilities include:
1. Closing the deal and facilitating the candidate’s background screenings
2. Informing hiring executive and other Unisys staff of start date
3. Coordinating orientation where applicable and ensuring new employee is
alerted to new Unisys on-boarding program
 Day One Orientation Activity
 Week One Orientation Activity
 Month One Orientation Activity
4. Conducting reference checks (service provider may perform)
5. Welcoming new employee and alerting him/her to 30-day survey

Hiring Manager’s responsibilities include:
1. Coordinating work location and facility issues
2. Ensuring proper equipment available (laptop, cell phone, credit card, business
cards, etc.)
3. Scheduling colleagues to greet, welcome, and make the new arrival feel a part
of the team
4. Show him/her how to ―get things done‖ over first few days – remember our
―new hire‖ will refer others!
5. Assigning a ―Buddy‖ to closely monitor the first 90 days or longer…
Page 66

Recruiter Profile

Recruiters deliver service and drive business growth!

They stay up-to-date with the latest Internet tools and
pursue learning and professional certifications. They
understand the business and maintain rapport with job
seekers and hiring managers. They collaborate on job
specifications, plan, source, assess, sell, communicate,
market, persuade, encourage, coach, interview,
evaluate, and recommend. Recruiters value and recruit
diversity. They share knowledge and skills, present,
take risks, seize opportunities, negotiate, contribute
beyond their assignment, and thank their colleagues for
supporting their success! They’re tenacious. They
congratulate their new hires! Recruiters are talented
and polished professionals who are passionate about
recruiting!
Other competencies include creativity, priority setting,
organizing, problem solving, composure, action-
oriented, perseverance, standing alone, comfort around
higher management, approachability, others…

Workforce Planning - Actions
Workforce Planning at Top of Corporate Agenda

1. Appoint HR the Champion
Business Intelligence | Metrics | Staffing Forecasts | Workforce Scenarios
2. Forecast where current trends are taking the organization
3. Build future scenarios based upon recruitment effectiveness trends
Time-to-Start | Quality | Talent Pipelines | Turnover by Performance | Costs
4. Require top management to influence ―bottoms up‖ momentum
5. Conduct workshops that make
 Workforce Planning principles institutionalized
 Workforce Planning as ―EPS relevant‖
 Line managers become skilled practitioners
HR facilitates workforce planning analysis and reporting.


Workforce Planning Operational versus Strategic

FROM Operational TO Strategic
1. 12-month planning horizon with 1. 3 or 5-year horizon that matches
quarterly focus organization strategic plan
2. Input of internal data with 2. Input internal and external demographics,
management decisions biz strategies, global trends, etc.
3. Outputs usually a staffing plan and 3. Outputs are HR People strategies
skill gap analysis 4. Scenarios use futuring techniques to
4. Scenario planning using staffing question current paradigms
models and variables 5. Forecasting not only priority – the process
5. Forecasting is key focus is more comprehensive
6. HR owns with business input 6. Business owns and HR facilitates
7. Focus by operations and line 7. Focus by strategic management executives
management and Board
8. Aligns to business plan 8. Aligns to strategic plan

Credit to Aruspex.com and the
Conference Board Working Group


Recruiting Organization | Federal Systems
Recruiting & Staffing Team

Bill Gunn
Director Recruiting &
Executive Recruiter
Philip Perfetti
Recruiting Operations

Sholeh Shirazi Lolly Redley Marlon Lobban Debbie Perdzock Jeff Wood
Sr. Lead Recruiter Sr. Lead Recruiter Sr. Lead Recruiter Sr. Lead Recruiter Sr. Lead Recruiter
DoD / Intel AP South DoD / Intel AP North DoD / Intel HNR, Portfolio, Sales HNR, JTF&A, DHS

Back Office Staff
Alison Keen P/T ―Flex‖ Recruiters
Off site. Offers, ESS,
Source DoD Scalable Recruiting Power
Interviews, Audits,
Local Market
Compliance
10 to 12 ―On Call‖

Suzan Jawed
Source & Recruit
DoD Jan. 2012
Debra Hurdle
George Freeman
Wayne Porreco

January 16, 2012

Page 70

Recruit to Retain for Unisys University

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