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Although the current unemployment rate has spiked up in many areas, hiring a productive salesperson can still be a huge challenge. 
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"When you don't have a process, random results occur. Sometimes you hit the bulls eye, sometimes you don't". Is it worth taking the risk of missing targets, outcomes and results by letting managers do whatever they want in the hiring process?"
Barry Deutsch's insight:
A lack of a good rigorous hiring process results in outcomes that are comparable to rolling dice in Las Vegas - crapshoot hiring. Are you willing to bet your company on average and mediocre processes around talent?
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Barry Deutsch's insight:
A large part of hiring failure can be attributed to asking the traditional, standard, stupid, inane, canned interview questions. If you want to determine if someone can achieve your desired goals, outcomes, deliverables, expectations, KPIs, and metrics - then you need a set of interview questions designed to extract that information to predict future performance and fit.
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"My partner, Brad Remillard, frequently shares the following story in our hiring workshops titled “You’re NOT the Person I Hired.” How is it possible your perfect candidate self-destructed after hiring?"
Barry Deutsch's insight:
One of the most common frustrations we hear about the hiring process is: I thought I hired the right person - they said all the right things and I liked them - but they were NOT the person I thought I hired. How does this happen to most hiring managers?
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"Top talent is frequently disrespected during the hiring process, ranging from the initial recruitment to the interview."
Barry Deutsch's insight:
When you're trying to hire the best, whether it's a senior executive or plant custodian, you've got to put your best foot forward in showing the candidate what a wonderful company you are - how you respect employees, engage employees, and create a happy workforce. The interview serves as a great window for candidates to see what you are really like as a company. Why do so many companies blow this opportunity?
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A major mistake occurs in the hiring process when interviewing candidates. There is a tendency to equate, extrapolate, and extend experience to be the same as results. There is an enormous gap between experience and results. Historical experience.
Barry Deutsch's insight:
Would you invest the same amount of time, due diligence, and focus as you would if you had to interview heart surgeons to work on you? Probably NOT. Most hiring executives VIOLATE the old adage to hire slowly. Usually, the decision to hire is made with minimal data and information. This error/mistake helps lead to the statistic of 50/50 probability in hiring. When will you no longer accept random results from the hiring and interviewing process?
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We title Hiring Mistake #3 as “Inappropriate Prerequisites”. The metaphor of these inappropriate prerequisites is that hiring top talent is not the same as ordering in the drive-through line at your favorite fast food restaurant.
Barry Deutsch's insight:
There are a few key mistakes and errors that get repeated over and over. One of these is using the wrong criteria to at the core of the entire hiring process. Using inappropriate prerequisites like those found on most job descriptions leads to poor hiring success - perhaps at best it turns into a 50/50 crap shoot.
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When it comes to hiring and onboarding, most businesses blow it. In fact, so many organizations do such a poor job of facilitating the process that many new hires get frustrated their very first day on the job. In order to finish the hiring process on a strong note, you need to prioritize onboarding just …
Barry Deutsch's insight:
Here's the key point buried in this article:
From the new hire’s perspective, one of the biggest points of friction has to do with what’s expected of them on the first day.
This issue is so horrific for most companies, that we wrote a book a few years ago titled "This is NOT the Position I Accepted".
Desire to ensure hiring failure - don't define success before the hire and surprise the candidate after the hire with what they have to do to be successful.
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Now is an excellent time to consider upgrading your team by leveraging social media.
Barry Deutsch's insight:
Be more like a professional recruiter searching for top talent with a magnifying glass, looking under rocks, being a detective, and leveraging the one degree of separation that social media provides, especially LinkedIn.
Why don't more companies use the social networking connections of their employees, vendors, sub-contractors, clients, and suppliers to bring outstanding candidates to the table?
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Barry Deutsch's insight:
The number ONE mistake in hiring is not effectively defining what person must do in the job to be successful. The traditional job description has NOTHING to do with defining success - rather it usually defines the rock-bottom minimum that you'll tolerate to allow someone to keep their job. If this doesn't sound dysfunctional, I'm not sure what might qualify.
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Google+, Google’s social network, allows for connecting with people based on interests and offers incredible opportunities for recruiting.
Although the author considers Google + to be an effective network for recruiting - I think it's a waste of time to use at this current stage for recruiting. There are much better tools where your investment of time can pay bigger dividends such as LinkedIn. Google+ may emerge in a couple of years as an effective tool - currently it is not useful for recruiting. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire? This best-selling book is available as a FREE digital download on our website. Via Marylene Delbourg-Delphis
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From
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John Sullivan talks about the #1 recruiting strategy to find good talent. In my workshops and seminars I suggest to hiring executives and managers that their target for employee referrals should be at least 50% of all new hires. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire? This best-selling book is available as a FREE digital download on our website.
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The best interview questions tell you about the person behind the resume – and speak to details not on a resume. This is another post on what are the best interview questions to ask. Most of these posts focus on the traditional, standard, stupid, inane, canned, and silly questions that have no relevance to future success. For example, how can the candidate know how they can help your organization if you don't first discuss performance expecations. Secondly, asking deep value/character based questions about frustrations, motivations, feelings - will generate superficial responses until a high degree of trust has been established. The one question I did like on this post was the one about "what will your former boss say when I..." Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire? This best-selling book is available as a FREE digital download on our website.
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From
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Google. A website, turned verb. The way we learn just about everything now (just Google it). A giant time-waster. Yet also, a treasure trove of information. As recruiters, hiring managers, and people professionals, we tend to rely on Google for solutions to our day-to-day activities.
Barry Deutsch's insight:
I disagree with the author of this article - every candidate should be Googled. it's amazing what comes back as public knowledge that gets indexed. Better safe than sorry. It's just one of numerous triangulation points to validate, verify, and vet the candidate.
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What are the frustrations that drive your crazy about how hiring is done in your organization?
Barry Deutsch's insight:
Over 20 years, 1000 presentations to CEO and Executive Groups, I've discovered that there are some common frustrations that drive hiring managers crazy.
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Do You Stink at Interviewing - Is It Like Playing Craps in Vegas?
Barry Deutsch's insight:
Many hiring managers and executives have never been adequately trained in how to interview. We assume because you carry the title manager or executive you should know how to hire. Nothing could be further from the truth. One of the greatest areas of impact you can have on your organization is to make sure all managers are capable of effective interviewing.
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The last major hiring mistake in our Top Ten Hiring Mistakes Research Project is “Desperation Hiring.” Desperation Hiring occurs when you lower your
Barry Deutsch's insight:
Our last of the Top Ten Hiring Mistakes is Desperation Hiring which occurs at about the 4-6 week point when you've only got rejects, deadbeats, and toxic folks in your candidate pipeline. You realize you're probably not going to see any better candidates and you begin to rationalize, dummy-down, sub-optimize hiring a lesser quality person. I have never seen this work out well.
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Most of the methods traditionally used to attract candidates bring forth candidates who are floating in the shallow end of the pond."
Barry Deutsch's insight:
Are you still accepting anyone who lands on your doorstep from posting generic job descriptions on generic job boards? This is a very small percentage of the viable candidate pool. STOP finishing for candidates in shallow waters.
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Hiring executives and managers rely too heavily on first impressions (falling in or out of love in the interview) to hire candidates – and as a result make Snap Judgments about candidates.Click here to edit the content
Barry Deutsch's insight:
1st impressions tend to dictate the hiring decisions of most hiring managers and executives. In the vast majority of interviews, the decision to hire a candidate is primarily based on likability, rapport, and chemistry (not even the personality characteristics of the candidate - but rather their superficial acting skills). Is any wonder interviewing success is at best a 50/50 proposition?
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Hiring Mistake #2: Failure to Peel the Onion in the Interview
Barry Deutsch's insight:
One of my favorite questions to ask CEOs and senior executives in my workshop, "You're NOT the Person I Hired", is what percentage of candidates lie, embellish, or exaggerate what they've done or think they can do for you? Rarely, do I hear anything less than 100 percent. Peeling the ONION, asking deep, probing questions, collecting examples, and doing what we call in our hiring process: Putting the Candidate Under the Magnifying Glass - will eliminate or substantially reduce lying, embellishment, and exaggeration.
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How can businesses maximize the effectiveness of their employee referral programs to find and hire the best candidates and achieve business success?
Barry Deutsch's insight:
I think one of the most important points this article makes is that a great referral program starts with educating your employees on the value of making referrals. So many companies consider their referral program to be a set of monetary rewards - that's a sideshow. The real impact is reinforcing the value of referrals over and over with your employees.
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Next to not defining success, superficial interviewing is the second most common mistake made in the hiring process that leads to hiring failure.
Barry Deutsch's insight:
Most CEOs and executives have told me over the last 20 years that they think candidates lie, embellish, and exaggerate 100 percent of the time in interviews. Not probing, digging, validating, vetting, verifying every claim, accomplishment, and achievement is pathetic.
No wonder 50% of time the complaint about a bad hire is "I thought they could do X when I interviewed them - I'm surprised they cannot do it". Shame on hiring managers for not Peeling the Onion.
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Why do most of the methods used by companies to find candidates, particularly job boards and advertising, fail so often? Are there better techniques and
Barry Deutsch's insight:
As I travel around the country conducting 1-2 workshops a week with CEOs and Senior Executives on our program You're NOT the Person I Hired, the one issue that keeps surfacing over and over is the frustration around finding great candidates for open positions.
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Hiring is one of the hardest parts of managing a team. A lot is riding on the initial meeting, and if you're nervous or ill-prepared—or both—it can make you do strange things. The following mistakes are all too common, but they're easy to avoid with some advance preparation. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire? This best-selling book is available as a FREE digital download on our website. Via Bob Corlett
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Interviewing remains the most popular assessment for employee screening, but the reliability remains low, often in the 50 percent range. Ira shares an outstanding story that I see repeated over and over in the vast majority of companies - weak interviewing by hiring managers. This is one of the most critical failure points in the hiring process. Most companies do a terrible job preparing managers and executives to hire effectively. In most companies, hiring is NOT a process, it's a random set of arbitrary meetings where each individual manager does interviewing in their own misguided way. The minute you turn hiring into a process, train all your managers, and put some rigor behind it - hiring accuracy starts moving up from the traditional low reliability level in the 50% range. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire? This best-selling book is available as a FREE digital download on our website.
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One of the hardest roles to hire for is a sales professional. They've all been through Tony Robbins Fire Walk over the hot coals. They've all read Tony's book Unlimited Power and mastered the concepts of NLP to seduce you and lull you into abdicating interviewing.
As the article indicates, you fall in love, and end up hiring sales professionals who are only partially competent. The biggest mistake is that you think you're hiring a hunter, and in reality they turn out to be glorified order takers.
The article talks about falling in love - making a first impression and then validating that first impression through the rest of the interview. This is why hiring for traditional roles fails 50% of the time, and for sale hiring it fails 80 percent of the time.
In my current webinars I am doing for Vistage Groups on an Inerviewing Refresher for an hour, the two recommendations I make to reduce/minimize the syndrome of first impressions and falling in love is to first conduct a success-based phone interview for 20 minutes, and secondly, to write your interview questions down before the interview starts. Using these two tactics, you'll be amazed at how much more rational and objective you are in hiring sales professionals.