Hire Top Talent
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Hire Top Talent
Discover how to find, attract, engage, and interview top talent
Curated by Barry Deutsch
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Why You Should Hire For Potential To Secure Top Talent | Social Hire

Why You Should Hire For Potential To Secure Top Talent | Social Hire | Hire Top Talent | Scoop.it
How do you ensure you don’t make a mistake when hiring your next employee? By focusing on potential, not experience....
Barry Deutsch's insight:

I do not lean toward measuring potential or behaviorial interviewing 101 that past performance is the best indicator of future performance. Many mistakes in hiring occur when we put too much emphasis on one area.

 

A better approach might be a blended tactic that includes 50% of interviewing to validate the ability to meet the job expectations (that's assuming you've defined those expections - which most managers DO NOT), AND whether they have the motivation, grit, drive/self-motivition and intellectual curiousity to have the potential to grow into something greater.

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The easiest way to calculate quality of hire | Hire by Google

The easiest way to calculate quality of hire | Hire by Google | Hire Top Talent | Scoop.it
Quality of hire is one of the most important, but misunderstood recruiting metrics, we’ll show you how to use it properly.
Barry Deutsch's insight:

I am a huge proponent of metrics and KPIs. I like the idea of measuring quality of hire. However, everyone gets all tangled up in how to measure it.

 

Here is my recommendation: Take your SUCCESS FACTORS (assuming you did these before the hire), and then measure the person's delivery on those outcomes, expectations, results, performance, metrics, and KPIs at 90 days and 6 months. Did they hit them, exceed them, or miss them.

 

I would define quality of hire as a candidate who hits or exceeds your specific quantifiable outcomes at the 90 day or 6 month timeframe with a set of behaviors and style that is consistent with your organizational culture and values.

 

Over 50% of newly hired employees fail to meet this expectation. Most hiring managers don't make a signficant change by firing the person, putting a PIP together, or having a deep developmental program to improve performance or behavior. They just accept partially competent people, or take those elements off the plate that the employee can't do - and the manager does it by allowing the monkey to be transferred onto their back. Doesn't that sound dysfunctional?

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5 Questions That Identify Top Talent | LinkedIn

5 Questions That Identify Top Talent | LinkedIn | Hire Top Talent | Scoop.it
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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5 Questions That Identify Top Talent | LinkedIn

5 Questions That Identify Top Talent | LinkedIn | Hire Top Talent | Scoop.it
Barry Deutsch's insight:

Where did most of us learn what interview questions to ask - perhaps these were the questions you were asked 20 years ago when you were hired, or perhaps you plucked them off a random Google list. What are the right questions that get at whether someone can achieve your desired results and do it with a set of behaviors that are consistent with your culture and values?

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Are You Shocked by Your Candidate's On-line Image?

Are You Shocked by Your Candidate's On-line Image? | Hire Top Talent | Scoop.it
Barry Deutsch's insight:

Do you make it a rule to Google everyone you are considering interviewing? Are you in shock over some of the things you see candidates post as their profile pictures in places like Twitter and LinkedIn?

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Two Big Reasons Why Work “Culture” Is Overrated

Two Big Reasons Why Work “Culture” Is Overrated | Hire Top Talent | Scoop.it
The fixation on “culture fit” might be steering us wrong on both sides of the hiring table.
Barry Deutsch's insight:

Counterintuitive article on whether looking at "cultural fit" is overrated. Do you think it's important and should have the same focus as measuring success traits, comparable performance, and other abilities? OR would you give it a minor effort? My experience has been that it's equally important as the performance side. Unfortunately, most companies screw up the measurement of "fit".

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Why Do Most Interviews Have A Low Correlation to Success?

Why Do Most Interviews Have A Low Correlation to Success? | Hire Top Talent | Scoop.it
Why Do Most Interviews Have A Low Correlation to Success?
Barry Deutsch's insight:

Most interviews have a very low correlation to success since the vast majority of hiring managers focusing on measuring how good of an actress/actor is sitting across from them. Usually the interview is based on rapport, chemistry, and likability. Layered onto that inaccurate assessment is that fact that you're not even seeing their true personality.

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REFERRALS: Your Untapped Goldmine of Great Candidates

REFERRALS: Your Untapped Goldmine of Great Candidates | Hire Top Talent | Scoop.it
In my popular workshop “You’re NOT the Person I Hired”, I suggest that a minimum of 50% of all hires should be coming from referrals. If you’re not
Barry Deutsch's insight:

Study after study has proven the value of referrals in the recruiting and hiring process. Yet most companies efforts in referrals generation of candidates is lackluster at best. Referrals should represent at least 50% of your hires. If you're not making 50% of your hires through referrals, maybe it's time to take a check-up on your referral program.

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HIRING: Do You Stink at Interviewing - Is It Like Playing Craps in Vegas?

HIRING: Do You Stink at Interviewing - Is It Like Playing Craps in Vegas? | Hire Top Talent | Scoop.it
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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Who Gets Hired and Who Doesn't

Who Gets Hired and Who Doesn't | Hire Top Talent | Scoop.it

"Here’s what I learned: deciding which candidate to hire is nearly all art, and very little science."

 

Barry Deutsch's insight:

Interesting article by Liz Ryan basically indicating that whether you get hired or not is completely random, subjective, and biased on a hiring manager's personality or experience.

 

She's not far off from the truth. Most hiring managers have never been formally trained in how to hire. Most do a random-terrible job of hiring. Most studies show that hiring is not much better than rolling dice down the felt in Las Vegas = primarily because most of the people who are doing it don't have a clue what they are doing.

 

It's not "art" as Liz Ryan indicates. It does tend more toward science - yet most people who are doing it don't know the science so they'll guessing or playing at hiring.

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The Best Hiring Managers Ask Questions About Initiative

The Best Hiring Managers Ask Questions About Initiative | Hire Top Talent | Scoop.it

"Employees with initiative hit the bulls eye all the time. Frequently, they exceed your targets and expectations."

Barry Deutsch's insight:

The top trait of success is initiative - also characterized as proactivity or discretionary effort. Very few consistently show it - yet the very best performers are constantly going above and beyond the call of duty, doing more than they were asked, anticipating, and always thinking one step ahead. How do you measure this number ONE trait of success in the interview?

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Are You Over-Paid as a CEO or Key Executive?

Are You Over-Paid as a CEO or Key Executive? | Hire Top Talent | Scoop.it

"You’re probably thinking – how could Barry make such an outrageous statement? Over-paid – are you kidding? Ugh! I’m actually under-paid."

Barry Deutsch's insight:

You're grossly over-paid if 50% of what you do on a daily basis is the work you're team should be doing. Why do you tolerate anything less than outstanding performance by your team members?

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She Seemed Perfect for the Job – What Went Wrong?

She Seemed Perfect for the Job – What Went Wrong? | Hire Top Talent | Scoop.it

"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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Hiring a Productive Salesperson Can be Hard

Hiring a Productive Salesperson Can be Hard | Hire Top Talent | Scoop.it
Although the current unemployment rate has spiked up in many areas, hiring a productive salesperson can still be a huge challenge.
Barry Deutsch's insight:

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.

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How Continuous Learning Makes You a Better Leader

How Continuous Learning Makes You a Better Leader | Hire Top Talent | Scoop.it
Leaders with a thirst for knowledge are the ones that gain an advantage over their peers and competitors. Here’s why.

Via Stefano Principato, massimo facchinetti
Barry Deutsch's insight:

One of the most powerful interview techniques for measuring success people is to probe for the ability to continuously learn and adapt it to their job and expectations. Do you probe for deep and continuous learning from the professionals and managers you're looking to hire?

Odiot christophe's curator insight, June 30, 9:01 AM
Vraiment intéressant à lire 
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8 Common Frustrations in Hiring | LinkedIn

8 Common Frustrations in Hiring | LinkedIn | Hire Top Talent | Scoop.it
Barry Deutsch's insight:

What are the most common frustrations in hiring we've heard from over 25000 CEOs and Senior Executives in the last two decades? Do any of these match up with your frustrations?

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Traditional Job Descriptions Don't Attract Top Talent | LinkedIn

Traditional Job Descriptions Don't Attract Top Talent | LinkedIn | Hire Top Talent | Scoop.it
Barry Deutsch's insight:

Traditional job descriptions masquerading as advertisements repulse, reject, 

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Eliminate Candidate Embellishment | LinkedIn

Eliminate Candidate Embellishment | LinkedIn | Hire Top Talent | Scoop.it

"Stop allowing candidates to lie, embellish, and exaggerate what they did and what they think they can do for you."

Barry Deutsch's insight:

The vast majority of CEOs and senior executives have told me over the last 20 years that they think 100 percent of candidates they interview tend to lie, embellish, and exaggerate. The big question is HOW DO YOU GET TO THE TRUTH?

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Likeability in the Interview is NOT a Reliable Predictor of Success

Likeability in the Interview is NOT a Reliable Predictor of Success | Hire Top Talent | Scoop.it

"In my last article, Why Do Most Interviews Have a Low Correlation to Success, I talked about the issue that most interviews do not correlate well with success."

Barry Deutsch's insight:

Many studies of hiring show that the dominant reason for hiring decisions are things like rapport, chemistry, and like-ability. None of these has any correlation to success on the job. In fact, measuring candidates with first impressions of these traits usually results in hiring errors and mistakes.

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What If Your Track Record on Hiring is 50 Percent at Best?

What If Your Track Record on Hiring is 50 Percent at Best? | Hire Top Talent | Scoop.it
What If Your Track Record on Hiring is 50 Percent at Best?
Barry Deutsch's insight:

Most executives and hiring managers have admitted to me in our workshops over the last 20 years that their personal track record on hiring people who HIT or EXCEED expectations is somewhere in the 25-33 percent range. 50 percent is what most of the studies have shown in formal surveys and research. Where does that leave us in the current state of hiring accuracy and success?

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Scary Interview Statistic - Stop Measuring How Well Someone Interviews

Scary Interview Statistic - Stop Measuring How Well Someone Interviews | Hire Top Talent | Scoop.it

"Interviewing performance (acting skills) has zero correlation to success."

Barry Deutsch's insight:

After 30 years of executive search, I am still amazed by the low to non-existent correlation between interviewing, as it is traditionally conducted by most hiring managers, and on-the-job performance. Are you measuring how well a candidate performs in the interview, or how good of an employee will they be in that job in your company?

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Will Another 30 Days Overcome Your Hiring Error?

"Are you playing the “Let’s Give Another 30 Days” with that employee you hired that can’t meet your performance or behavior expectations – only now it’s 6 months, a year, or 2 years later?"

Barry Deutsch's insight:

Why do we play this mental headgame of "Let's Give it Another 30 Days?" We know it's not going to work out - but we keep deluding ourselves that it's going to get better.

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Introverts are Set-up for Failure in Job Interviews

Introverts are Set-up for Failure in Job Interviews | Hire Top Talent | Scoop.it

"Introverts have it really tough in most job interviews. It borders on having the deck stacked against you."

Barry Deutsch's insight:

The entire interview process is stacked against introverts in favor of extroverts. Over 30 years of executive search and 250,000 interviews shows there is no advantage/disadvantage for either group on the job. The problem is getting through a traditional interview process designed to screen out introverts.

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No Correlation Between Interviewing and On-The-Job Performance

No Correlation Between Interviewing and On-The-Job Performance | Hire Top Talent | Scoop.it

"In 30 years of executive search, over 1000 search projects, and interviews with over 250,000 candidates, we cannot find a single correlation that  links interviewing and job performance."

Barry Deutsch's insight:

Interviewing - as it is done by most hiring managers - has zero correlation between asking the 20 standard, stupid, inane, canned interview questions - and on the job performance. Hiring accuracy is no better than a 50/50 batting average. Why do most managers accept this horrific level of hiring success and accuracy?

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This Is NOT the Position I Accepted

This Is NOT the Position I Accepted | Hire Top Talent | Scoop.it
Why do candidates take jobs – only to realize after the fact that the role, company, culture, or hiring manager personality was misrepresented in the
Barry Deutsch's insight:

Most candidates do a terrible job figuring out what the real job is during the interview - only to be surprised after the fact that the real expectations, outcomes, metrics, and KPIs are not what was discussed in the interview. How can there be such a large gap between what the hiring manager says and the candidate perceives is the real job?

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