Graduate Recruitment
Sheffield Hallam University
January 2011
Agenda
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CV
Interview Process (Trial Shift)
First 90 Days
Careers at Revolution
CV
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Purpose of CV
Presentation
Content -Two pages
Personal statement, education, job history
Tailored towards specific job
Use correct language
Interview
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Preparation (Be yourself!)
Assessment Days
Psychometric/Numeric Testing
Trial Shift
Competency Based Interviewing
Revolution Competencies
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Results Driven
Organisation
Initiative
Relationship Building
Communication
Culture Fit
Transitional Management
The First 90 Days
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Make a positive impact in the first
three months
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Get to the breakeven point faster
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Diagnose the business situation
Breakeven Point
The Breakeven Point
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Breakeven point
Net contribution = 0
Value Created
0
1
Value Consumed
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2
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5
6
Months after entry
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New managers are net consumers early on
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From the breakeven point you are adding value
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A systematic plan will reduce the 6 month break-even point
The First 90-Days: scary facts
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The majority of failures come within the first 3
months through misunderstanding the demands of
the situation or lacking the skills to adapt
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50% of external ‘hires’ fail to achieve desired
standards
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The transitional period is one of opportunity but
also vulnerability
10 Elements to Transitional
Acceleration
10.Expedite everyone*
9. Keep your balance*
8. Create coalitions
7. Build your team*
6. Achieve alignment
5. Negotiate success*
4. Secure early wins*
3. Match strategy to situation*
2. Accelerate your learning*
1. Promote yourself*
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?
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Let go of the old job and mentally prepare yourself for the new job
 Establish a
clear breakpoint
 Think about
 Assess
 Seek
 Be
the differences and requirements of the two jobs
your vulnerabilities – work on where you are not where you were
advice and start planning 90 day milestones (first day, week, month etc)
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  Listen and
 Ask
what are the important questions to ask?
learn - don’t jump to conclusions - don’t take immediate action
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
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Start-up – getting a new project off the ground
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Turnaround – getting a troubled unit back on track
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Realignment – taking charge of a unit drifting into trouble
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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 University
January 2011