Graduate Recruitment

Sheffield Hallam UniversityJanuary 2011

  

Agenda

• CV• Interview Process (Trial Shift)• First 90 Days• Careers at Revolution

CV

• Purpose of CV• Presentation• Content -Two pages• Personal statement, education, job history• Tailored towards specific job• Use correct language

Interview

• Preparation (Be yourself!)• Assessment Days• Psychometric/Numeric Testing• Trial Shift• Competency Based Interviewing

Revolution Competencies

• Results Driven• Organisation• Initiative• Relationship Building• Communication• Culture Fit

Transitional ManagementThe First 90 Days

• Make a positive impact in the first three months

• Get to the breakeven point faster

• Diagnose the business situation

Breakeven PointThe Breakeven Point

0 1 2 3 4 5 6

Value Consumed

Value Created

Breakeven pointNet contribution = 0

Months after entry

+

- • New managers are net consumers early on

• From the breakeven point you are adding value

• A systematic plan will reduce the 6 month break-even point

The First 90-Days: scary facts• The majority of failures come within the first 3

months through misunderstanding the demands of the situation or lacking the skills to adapt

• 50% of external ‘hires’ fail to achieve desired standards

• The transitional period is one of opportunity but also vulnerability

10 Elements to Transitional Acceleration

1. Promote yourself*2. Accelerate your learning*3. Match strategy to situation*4. Secure early wins*5. Negotiate success*6. Achieve alignment7. Build your team*8. Create coalitions9. Keep your balance*10.Expedite everyone*

Promote Yourself Promote yourself

Promoting yourself is about making the break from the old job and preparing to take charge in the new one.

What can you do to promote yourself?

Let go of the old job and mentally prepare yourself for the new job

Establish a clear breakpoint

Think about the differences and requirements of the two jobs

Assess your vulnerabilities – work on where you are not where you were

Seek advice and start planning 90 day milestones (first day, week, month etc)

Be prepared to re-learn

Accelerate Your Learning

Accelerate your learning

When a new manager derails, failure to learn is always a factor. Effective and efficient learning reduces the window of vulnerability

Plan to learn systematically by understanding the market, systems, products, structures and cultures

1.Technical job skills

Ops manual,standards manual etc.

2.Culture

Plan the learning agenda - what are the important questions to ask?

Listen and learn - don’t jump to conclusions - don’t take immediate action

Ask questions about past, present and future, about the team

For example: biggest challenges, how to face them, opportunities for growth

Match Strategy To Situation Match strategy to situation

A Start-up will require a different strategy than a Turnaround. A clear diagnosis of the situation is an essential prerequisite for developing the action plan.

STaRS Start-up – getting a new project off the ground

Turnaround – getting a troubled unit back on track

Realignment – taking charge of a unit drifting into trouble

Sustaining Success – preserving the vitality of a successful unit

Secure Early Wins

Secure early wins

Create momentum and establish credibility.

Identify ways to create value, improve results and get to the breakeven point more rapidly.

Early wins come in two phases – focusing on personal credibility in the first 30 days and achieving performance improvement in the remaining 60.

How to secure early wins?1. Plan A-priorities (measurable business objectives )

A priorities should follow naturally from core problems

2. Introduce new patterns of behaviour

Develop a clear vision of how you would like people to behave

Negotiate Success. Negotiate success

No other single relationship is more important than the one with your manager. You need to figure out how to build a productive working relationship and crucially, developing and gaining consensus on your 90-day plan.

What can you do to negotiate success?

Talk to your manager about 5 key areas. They are:

1. Situation - reach a shared understanding of the STaRS situation

2. Expectations - set goals and timescales and figure out some early wins (under promise and over deliver!)

3. Style - it’s your responsibility to build a good relationship with your boss, determine how you and he/she can best work together

4. Resources - agree what it is you need to deliver success

5. Personal development - agree any training or development to acquire new skills

Graduate Recruitment

Sheffield Hallam UniversityJanuary 2011