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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Hiring Mistake #4: Falling In/Out of Love During Interviews

Hiring Mistake #4: Falling In/Out of Love During Interviews | Hire Top Talent | Scoop.it
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.First
Barry Deutsch's insight:

This article is about Hiring Mistake #4, which I published on the LinkedIn publishing platform, is a major cause of hiring failure. It occurs when you make snap judgments about candidates based on your first impression.

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Do You Misrepresent the Job to Your Candidates?

Do You Misrepresent the Job to Your Candidates? | Hire Top Talent | Scoop.it
Were you fooled by your job interview?
The Globe and Mail
In a job interview, you would expect the hiring manager to have a clear idea of the roles and responsibilities of the position for which she's interviewing candidates.
Barry Deutsch's insight:

Not accurately representing what you expect from candidates not only backfires on you because you hire someone who cannot live up to your expectations, but also the candidate believes the job is basically what you asked questions about in the interview.


The author quoted from a recent study on miscommunication about the job in the interview process:


"The survey, commissioned by Menlo Park, Calif.-based staffing agency Robert Half, discovered that of those people who found themselves fooled, 74 per cent said the job duties were not as described, 44 per cent said the corporate culture wasn’t as advertised"


The problem occurs after you hire someone and then 2-4-6 weeks later you tell them what you really expect.


At this point the candidate looks at you dumb-founded and mumbles something like "I thought the job was what you talked about in the interview". I didn't realize you wanted me to do X, Y, or Z. Not only can I not do those things, I don't even have the desire to do them. You should just fire me right now.


They all say that to you - right? Of course not. After recovering from their initial shock, they then try to fake it until they can find another job or they hope you'll forget about what you really need accomplished.


Wouldn't a better idea be to be transparent in the interview, and talk about the job expectations, outcomes, performance, metrics, and results. This approach tends to lead to better hiring decisions than the traditional approach of checking boxes on the job description and then crossing your fingers hoping the person will make it through the 90 day probationary period.


Barry Deutsch


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Hiring Mistake #3: Does Your Hiring Process Resemble Ordering Fast Food?

Hiring Mistake #3: Does Your Hiring Process Resemble Ordering Fast Food? | Hire Top Talent | Scoop.it
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
Barry Deutsch's insight:

I posted this article through the LinkedIn Publishing Platform. It focuses on one of the top ten mistakes and errors hiring managers typically make over and over again. It's one of the major reasons why hiring success and accuracy in most companies is so low.


Barry Deutsch

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Still Trying to Attract Talent with Job Descriptions Masquerading as an Ad?

Still Trying to Attract Talent with Job Descriptions Masquerading as an Ad? | Hire Top Talent | Scoop.it
When it comes to recruiting top technology talent, these seven companies have found inventive ways to attract highly skilled candidates.
Barry Deutsch's insight:

The tribal and traditional process of recruiting is to post job descriptions on job boards - allowing them to masquerade as Ads.


Unfortunately, this approach is passive and based on luck and hope - in that you sit back and wait for a talented individual to fall into your lap.


If you really want to attract great employees - you've got to move beyond the ineffective masquerade method of advertising.


This article offers some great suggestions - even though it's slanted toward tech hiring - there are some excellent recommendations that can be used for any type of hiring.


What's your "out-of-the-box" approach to hiring that yields great candidates?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Hiring Mistake #2 - NOT Peeling the Onion Leads to Hiring Failure - from Slideshare

One of the weakest skills managers and executives possess is the ability to evaluate and measure candidates with interview questions to determine can they ac...
Barry Deutsch's insight:

This is the slidedeck I created off the article on the LinkedIn site by the same title. Please let me know what you think of this slide presentation?


Do you find yourself falling victim to conducting a superficial interview, asking traditional and tribal questions, or perhaps accepting as the given truth whatever the candidate claims?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Should You Be Upgrading Your Talent?

The fact is that your company probably has individuals or teams that could drastically improve results. (How to upgrade the talent in your business?
Barry Deutsch's insight:

Do you have a few key critical roles where the person in the role is not fully living up to your expectations of performance?


Are they doing a great job for 65-70-75 percent of the job, but suck at the other 25 percent?


Why do you tolerate less than stellar performance in the critical game-breaker elements of the job? This article indicates that most companies don't want to address the issue because they have no one else lined up to take over the job.


I'll contend the issue is deeper:


You don't want to spend the time to find someone new. "Better the Devil I know than the one I don't"


You hope the person will change and get better so you're playing the "let's give it another 30 days game", only it's now 2 years later.


You have no hope of finding a better a candidate. You just throw up your arms and accept the status quo because you believe it's too hard to find, select, and develop a new person.


How dysfuctional do these rationalizations and justifications sound? Why do you keep uttering them when faced with under-performers in critical roles?


Have you thought about the 1 or 2 critical roles on your team which need to be upgraded?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Can You Handle the Weakness Question

Can You Handle the Weakness Question | Hire Top Talent | Scoop.it
Most of us have been in the situation where we sit in a job interview and we feel things are going well until the interviewer pulls out the ultimate question: Tell me about your greatest weakness?
Barry Deutsch's insight:

I commented on this article on the LinkedIn site, but thought I would also share my comments here on Scoop.it.


I coach my clients not to ask this question since it's one of the 20 standard, stupid, inane, canned interview questions. Everyone knows it's coming and gives a canned response.

Even though I tell my clients not to ask this question in the interview, most fall back on their tribal learning and ask it anyway.

The best strategy is to convert a strength into a weakness. I work too hard, I take on too much, I have trouble saying no to requests, I care too much. Once you've offered your strength-to-weakness statement,  the next step would be to offer 1-2 examples that specifically illustrate the weakness presented with a positive spin.

Just last week, I had 3 different executives ask for my help - I didn't want to say no - so here's how I handled it.

The examples are more important than the weakness answer. In the examples you're conveying your strength even though you described it as a weakness. These examples then can lead to probing by the candidate for real needs from the hiring manager.

Hiring managers don't really expect deep, insightful, thoughtful, introspective responses to this canned interview question.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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How important is practicing and perfecting your skills? Is 10,000 hours still the benchmark?

How important is practicing and perfecting your skills? Is 10,000 hours still the benchmark? | Hire Top Talent | Scoop.it
But don't use this as an excuse when you mess up at your piano recital. 
Barry Deutsch's insight:

I don't know if I would say 10,000 hours is the proper number. I would indicate that my personal experience has been that it takes years of practicing your skills, refining your abilities, honing your competitive edge of what you do really well, and applying it under competitive pressure to become a real master in your chosen field/discipline.


Personal examples:


1. I've been very lucky to have great mentors in my career as an executive recruiter over the past 30 years. I've learned, digested, adapted, and internalized from two of the greatest recruiters on this planet - Lou Adler and Brad Remillard. I've spent 30 years perfecting how I conduct executive search - I'm very good at it - but I also have almost 60,000 hours of experience learning, refining, and applying my skills. I'm proud to toot my own horn that I'm in the top 1% of all executive recruiters.


2. I am one of this country's top speakers on improving hiring accuracy and success. I've been conducting workshops and seminars for over 15 years. I probably do 60-70 talks a year with over 1000 people attending my programs each year for the past 15 years.  I'm an award-winning speaker. If I add up the preparation time, practice time, and actual delivery time - I am in excess of 10,000 hours on speaking to groups on how to hire more effectively.


3. I coach high school girls basketball. I've been doing this just shy of ten years. My first few years, I had no idea what I was doing. Between reviewing game film, attending games, and running practices almost year-around - averaging 20-30 hours a week of coaching, I'm well over the 10,000 hour guideline. I find myself coaching against other coaches with fewer years of experience (fewer hours refining their craft). We don't recruit like some schools - even with weaker talent, frequently I win games because I've been doing this so long - adjusting during a basketball game and extracting the highest level of performance from a group of diverse student-athletes has become second nature. It's not because I am a brilliant basketball coach - it's because I've got over 10,000 hours of moving toward mastery in coaching.


4. In my years of interviewing candidates - personally leading over 500 searches and interviewing over 125,000 candidates, I've come to the conclusion that the number one attribute of success is initiative and self-motivation. Does someone, regardless of whether they are a high school girls' basketball player, chess master, or CFO work on their own to get better - or do they do the minimum amount of work to just survive and get by? The best - the top 25% in any field - have extreme levels of personal initiative and self-motivation to improve themselves and invest the time to get better.


I do realize there are natural prodigies which can achieve great success with very few hours of investment - for the bulk of the population - folks like you and me - we need years and thousands of hours of practicing and applying our craft to become to become true masters.


Do you agree with this premise - or disagree? Do you believe in the 10,000 hour requirement to become a master?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Does Your Culture Making Recruiting A Top Priority for Executives and Managers?

Does Your Culture Making Recruiting A Top Priority for Executives and Managers? | Hire Top Talent | Scoop.it
You don't have to spend as lavishly on recruiting as Goldman Sachs or McKinsey to replicate (some of) their methods for snaring top talent. (The hiring practices of the power-house consulting firms.
Barry Deutsch's insight:

I teach a workshop on recruiting and hiring about 50 times a year to CEO/senior executives forums like Vistage, TEC, YPO, and EO. I've probably presented to over 40,000 CEO and senior executives in the last 20 years.


The vast majority of CEOs and senior executives at these entrepreneurial, middle-market, small business, and emerging growth companies make contradictory statements about people.


Out one side of their mouth, they tell me that hiring great people is critical to the success of their organization, and "their people are their greatest asset". Out the other side of their mouth they tell me they hate recruiting and hiring, feel it takes too long, and that they are reactive instead of proactive - resulting frequently in desperation hiring.


What does your culture stand for? Do you get what you tolerate when it comes to recruiting and hiring? Do your actions for recruiting and hiring sync up with your mission statements, culture, and values.


Have you considered making recruiting and hiring the most important thing your executive and management team does? OR do you allow them to put it at the bottom of their priority list?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

Join the Discussion With Me On Google Plus

 

 


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Do This One Thing In Your Next Interview to be MORE Objective

Do This One Thing In Your Next Interview to be MORE Objective | Hire Top Talent | Scoop.it
Successful hiring is more about not making hiring mistakes than it is about hiring great people. In the right circumstances, many people can be great. And in the wrong circumstances, many great people can be lousy.
Barry Deutsch's insight:

My former partner, Lou Adler, mentions 8 key things you can do in the interview to improve accuracy and success. The one that stands out in my mind is to "suspend judgment" for 30 minutes.


Recognizing your first impression, but still being open, rational, and objective about conducting the same initial 30 minute interview with everyone will dramatically improve your hiring success.


First impressions and gut feelings usually are wrong when made in the first few seconds of the interview. Recognize your own bias and emotions - hold them in check by using a pre-defined set of written questions.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Is Google Really a Decent Poster Child for Hiring?

Is Google Really a Decent Poster Child for Hiring? | Hire Top Talent | Scoop.it
Hint: Getting hired is not about your G.P.A. It’s about what you can do and what you know. (Best hiring practices at Google http://t.co/N5AKNTKneS)
Barry Deutsch's insight:

I've read all the articles about Google's creative approach to hiring and now we have their comments about GPAs not ranking as important in their criteria.


In entry level roles, they are seeking past behaviors that hopefully correlate highly to future success. Only time will tell if they've picked the right factors. Perhaps, they pick these behaviors or factors as the author says:


Google attracts so much talent it can afford to look beyond traditional metrics, like G.P.A.


I can suggest the following:


Alongside my long term partner, after 30 years of executive search, over 1000 assignments, interviews with over 250,000 candidates, and research/interviews/publishing with over 35,000 CEOs, Senior Executives, and Managers, I can tell you cognitive learning capability would NOT rank up in the upper scales of assessment for the vast majority of jobs at the vast majority of companies.


There are other criteria in hiring young, inexperienced workers that far exceeds cognitive learning. Perhaps, I'll be proven wrong in the long run. Until then, I would urge you not to hold Google up as the Poster Child for effective interviewing.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Facebook Hiring Irony: WhatsApp Founders rejected for jobs

Facebook Hiring Irony: WhatsApp Founders rejected for jobs | Hire Top Talent | Scoop.it
The most costly recruiting error in recent history was revealed this month. In mid February, Facebook announced its nearly $19 billion purchase of the instant-messaging firm WhatsApp. But …
Barry Deutsch's insight:

Dr. John Sullivan, whom I have tremendous respect for in the Recruiting space, attempts to blame Facebook for rejecting the founders of WhatsApp whom they recently bought out for $19 billion.


I don't see the link! Who knows why these two were rejected? Perhaps, they didn't communicate effectively, didn't demonstrate their future value in the interview, or maybe the fit was wrong. Who knows -  if they had gone to Facebook instead of launching their own business - maybe they would have failed miserably in the Facebook environment.


Making this inference is wrong. Without any details as to why the rejection occurred, we are only left to speculate.


Dr. Sullivan raises a good point about what I'll call reverse hiring mistakes. We all accept that we've made mistakes hiring folks in the interview who claimed certain capabilities  and then did a face plant soon after starting.


How many candidates do we pass on that we made a mistake in hiring because we let our emotions get in the way, we didn't have a good definition of what we wanted, or the hiring managers conducting the interview were poorly trained and had no clue what they were doing?


Yes, it's very ironic and funny that Facebook ultimately bought out the guys whom they originally rejected. You could probably find thousands of these stories - right alongside all the folks you hired with high expectations that failed horrifically.


Rather than laughing at these hiring errors, wouldn't time be better spent improving the hiring process for the future so that you don't hire partially competent employees, and you don't miss the mark on those with high potential to transform your business.?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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What Motivates Top Performers - Can You Attract Them?

What Motivates Top Performers - Can You Attract Them? | Hire Top Talent | Scoop.it
Looking for great sales talent? Working to keep the great talent you have put together? Hiring and keeping top sales talent is easier said than done.
Barry Deutsch's insight:

Another confirming blog post from a conference regarding our methodology on hiring - especially the LIB Curve (learning, impact, and becoming).


Understanding what drives or motivates top performing employees is critical both for retention and hiring.


Here's a great quote from the blog post:


"Gen Y workers want feedback, and training, and a career path. She referenced Dan Pink who talks about how people want mastery – so can you help them become really great at something? People also want purpose – how can they contribute to something big at your company?"



I would contend this has nothing to do with particular generations - it's universal. It ties back to the landmark work Maslow did a half-century ago regarding employees needs.


It's great to talk about these ideas - they're basic and fundamental to employee happiness and satisfaction. However, how do you actually execute in the "finding" process to get these individuals to raise their hand and come forward - they already have a great job - how do you attract them?


Check out our techniques for writing Compelling Marketing Statements. The use of job descriptions masquerading as advertisements defeats all your work around using Maslow's concepts to find great talent.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

Join the Discussion With Me On Google Plus

 

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Why Don't You Get Invited to Interview?

Why Don't You Get Invited to Interview? | Hire Top Talent | Scoop.it
7 seconds - that’s how long I give every resume. You’ve got seven seconds to show me that it’s worth my time to continue reading.
Barry Deutsch's insight:

As a recruiter with over 30 years of experience, I've probably looked at over a 1 million resumes - many of which violate the basics described in this article.


One of my pet peeves is NO cover letter. It tells me your mass mailing/applying for jobs. You couldn't care less about which job - you're just praying someone takes pity on you and grants an interview.


A well-written description of how your background matches up to the job definition is the first step. I read the cover letters first, and toss the resumes that don't include one. Your resume better wow me without a cover letter, or it will be in the trash can in seconds.


I want to see examples and illustrations of what you've done that is most similar, comparable, like what needs to be done in the job. I know you've probably never done exactly what my client needs - but show me the bridge between what you've done and what we need accomplished.


I hear this same complaint from CEOs and Senior Executives in every workshop I deliver - 60 times a year - 20-30 executives in each one - all lamenting the missing cover letter.


Barry Deutsch

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Can Focusing Just on Cultural Fit Lead to a Hiring Mistake?

Can Focusing Just on Cultural Fit Lead to a Hiring Mistake? | Hire Top Talent | Scoop.it
CIO
Hire for Cultural Fit, Train for the Right IT Skills
CIO
CIO — As organizations struggle to adjust to the new growth economy, finding top talent is one of their biggest challenges.
Barry Deutsch's insight:

The article on the CIO website appears to infer that companies should focus more on ensuring a strong cultural fit above measuring specific skills.


I'll contend this is a tad short-sighted. There are a variety of factors that lead to hiring top talent. Measuring things like initiative, overcoming obstacles and adversity, leadership both of teams and in teams, comparable application of skills, and the ability to adapt to a new environment, culture, or change are all important areas of ensuring a successful hire.


Many times you'll see articles that say things like "this is the one thing" or here's the two things. Making great hires is taking a 360 degree view of the candidate - not just one specific angle.


My take-away on the article is that in hiring you should not be overly concerned about checking the boxes on every single skill, particularly in rapidly changing technology fields.


The article does reference a couple of outstanding sources, including the recent Deloitte Study on Human Capital, and the book, "Tribal Leadership."


Barry Deutsch

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Your Managers and Executives Are the Primary Reason You Can't Attract or Keep Top Talent

Your Managers and Executives Are the Primary Reason You Can't Attract or Keep Top Talent | Hire Top Talent | Scoop.it
How Companies Can Better Engage Critical-Skill Talent
Forbes
Most corporate managers and business owners would agree that a core management challenge is hiring, retaining and fully engaging critical-skill talent.
Barry Deutsch's insight:

I liked this article on Forbes referencing the recent study on hiring practices. A key point of that study struck home - and this author reinforced it:


"Rethinking managers’ roles and equipping them to succeed – As the old saying goes, “People leave managers, not companies.”  The quality of management makes a huge difference in critical-skill employees’ day-to-day experience.  “As the primary point of contact for setting performance expectations, conducting career development discussions, assessing results and communicating pay decisions,” notes the report, “managers are important drivers of employee engagement – negatively or positively.”



The vast majority of managers and executives I've encountered over the last 30 years in my executive search practice, hiring consulting, and speaking before CEOs and Senior Executives is that:


"Your Managers and Executives Have NO IDEA what they are doing when it comes to best practices around finding, hiring, on-boarding, and retaining talented employees."


The reason they have no idea is that you've never invested in training, coaching, development, learning around the "how-to" of best practices in the most important areas you hold managers and executives accountable:


HIRING AND RETAINING GREAT EMPLOYEES


The question I have is: When are you going to start giving your managers and executives the tools, training, education, skill development it takes to hire and retain great employees?


Are you willing to allow the future success of your business to be based on luck and hope around hiring and retention - or should there be a systematic approach for you to create a competitive strategic advantage through your employees?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

Join the Discussion With Me On Google Plus

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Does the Interview Process Take Too Much Time?

Job candidates decry interview marathons
Kansas City Star
Understandably, employers are wary of making hiring mistakes and have created extensive applicant filters to weed out the least acceptable candidates.
Barry Deutsch's insight:

The tone of this article by the Kansas City Star reporter seems to blame hiring managers and companies for being "overly diligent" in their hiring process.


I'm going to be bold here and suggest "bully for them". Most of the mistakes that get made in hiring involve not taking enough time to define the job, fish in deep waters for the best candidates, and validate, verify, and vet all candidate claims.


Studies indicate that hiring failure occurs frequently - sometimes the failure rate is as high as 50%. In some functions/industries, it's bordering on criminal - such as in sales hiring where the typical failure rate is upwards of 80%.


Applying a more rational and objective approach to hiring improves the randomness of the process and leads to improved hiring success and accuracy.


I don't care how much candidates complain, shame on companies and hiring managers that don't apply more rigor and systematic approaches to hiring.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

Join the Discussion With Me On Google Plus

 


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Hiring Mistake #2: NOT Peeling The Onion Leads to Hiring Failure

Hiring Mistake #2: NOT Peeling The Onion Leads to Hiring Failure | Hire Top Talent | Scoop.it
Next to not defining success, superficial interviewing is the second most common mistake made in the hiring process that leads to hiring failure.There are two key elements to effective interviewing:
Barry Deutsch's insight:

This article I posted on the LinkedIn site looks at the issue of superficial interviewing - one of the core reasons hiring failure is so high.


Not conducting a deep, rigorous, structured, success-oriented interview is one of the major reasons candidates get hired and the hiring manager laments "You're NOT the Person I Hired.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

Join the Discussion With Me On Google Plus


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Should You Do As Google Does in Hiring?

Should You Do As Google Does in Hiring? | Hire Top Talent | Scoop.it
Hiring managers know only too well that searching for that superstar employee is a difficult task. Managers know that building a crack team who can turn on a dime, and quickly adapt and adjust to sudden change is even harder.
Barry Deutsch's insight:

Many folks want to put Google up on a pedestal as a prime of example of proper hiring.


They've developed a series of behavioral traits that some believe are the proper behavioral traits for all candidates and all companies. I'm not convinced Google got it right on these traits.


I would concede they are important traits, but they are NOT the most important traits of success. How do these compare to the traits of success you've developed in your business? How do they match up with your culture and values?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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Should Improving the Company Culture be a CEO issue or an HR issue?

Should Improving the Company Culture be a CEO issue or an HR issue? | Hire Top Talent | Scoop.it
This graphic—based on findings from the 2013 Culture and Change Management Survey—highlights key findings, global perceptions of culture, top barriers to sustainable change, and presents a comprehensive picture of the survey demographic, which consisted of more than 2,200 participants around the world.
Barry Deutsch's insight:

Here's the study I mentioned in my previous post about the work Booz and Company did on culture and engagement.


It's fascinating to see the disconnect between the issue of whether culture is important and what companies are doing about it.


One question that struck me as I was reading this article and getting ready for my next workshop on Retention was whether this issue belongs in the HR department or should the CEO be driving cultural change and improvement>

Who owns the management and improvement of the culture in your company?

One of the top 3 reasons employees seek greener pastures is that they are disgusted by their own company - particularly the culture. Are you protecting yourself by ensuring your best talent doesn't leave you over dysfunctional elements of your culture?


If you could change one negative element of your culture - what would it be?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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Victimized by The Top Ten Hiring Mistakes?

Victimized by The Top Ten Hiring Mistakes? | Hire Top Talent | Scoop.it
Over the past 25 plus years, my partner, Brad Remillard, and I have researched why hiring mistakes and errors occur. Between us we’ve conducted over 1,000 executive search projects, interviewed well
Barry Deutsch's insight:

I published this article on LinkedIn and received an overwhelmingly feedback of "I make these hiring mistakes you mentioned all the time".


After over 25 years of observing these hiring mistakes being made again and again, I would think that most companies would be doing a better job of fixing the most glaring and common hiring mistakes and errors.


This does not appear to be the case for most companies. The hiring mistakes and errors being committed today are the same ones from 5, 10, and 25 years ago.


I'll pose this as a question to my loyal followers and audience  - why is hiring accuracy and success still at a dismal level? Why are we not getting better at hiring? Why do we keep trying to validate the definition of insanity?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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Is Your Company Stuffed with Bad Managers?

Is Your Company Stuffed with Bad Managers? | Hire Top Talent | Scoop.it
Why Good Managers Are So Rare
blogs.hbr.org (blog)
Bad managers cost businesses billions of dollars each year, and having too many of them can bring down a company. The only defense against this ...
Barry Deutsch's insight:

The statistics in this article are downright scary. The author appears to blame managers for the poor satisfaction and engagement levels of employees.


Are these really bad managers? Probably not. The real fault lies with CEOs and Senior Executives who refuse to train managers to be exceptional at hiring, retention, coaching, training, and development. It's like the wild west in most companies - with managers basically doing whatever they want with their teams based on their own personal life experiences.


Shame on business leaders for not providing enough training and coaching to develop great managers who lead the bulk of your employees on a day-to-day basis. Is it any wonder why most managers are terrible at managing and employee engagement is so low?


What's your plan for raising the bar through training for your management team?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Can Emotional Intelligence Accurately Measure A Candidate's Style of Working with Others?

Can Emotional Intelligence Accurately Measure A Candidate's Style of Working with Others? | Hire Top Talent | Scoop.it
Find out why assessing the candidate’s emotional intelligence is a key element in the employee selection process.
Barry Deutsch's insight:
My personal experience is that the articulate candidate can fake their real personality and style in the interview. They all know the questions you'll ask around strengths, weaknesses, and working with co-workers. They've all prepared their carefully worded, generic, and ambiguous responses to these questions.Very few hiring managers have been trained and are comfortable probing and peeling the onion on these answers. Layer this lack of training and fear of interview on top of emotional bias, first impressions, and likability - you've got a toxic cocktail of lies, embellishment, and exaggeration.My recommendation is supplement the interview with some form of a personality assessment, Emotional Intelligence, psychometric evaluation that provides a framework for probing deeper with the candidate on areas of concern.Do you use these assessments as part of your interview process to overcome the weakness of measuring emotional intelligence through traditional interview questions?What's your favorite assessment and why?Barry DeutschMaster of Hiring AccuracyDoctor of Hiring Failure and PainPrognosticator of Radical Hiring Improvement
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Ninety per cent of employers regret recent hires - DO YOU AGREE?

Ninety per cent of employers regret recent hires - DO YOU AGREE? | Hire Top Talent | Scoop.it
Dynamic Business Ninety per cent of employers regret recent hires Dynamic Business Because SME managers often have little time to dedicate to recruitment, an initial investment of time in improving the recruitment process can save on time spent...
Barry Deutsch's insight:

This is probably one of the scariest statistics I've seen in a long time. Our research from our landmark study of hiring shows hiring mistakes and errors in the 50% plus range - not sure if I fully agree with the 90% mark.


I just presented to a group of CEOs our popular workshop program,

You're NOT the Person I Hired, and almost everyone in the room agreed that if their batting average was 50%, they would be doing a great job.


Most of the CEOs readily admitted their real batting average was about 25%-33%. How can you run a business with such a high level of random variability? You wouldn't accept it in any other process -why do you accept it in the hiring process?


We've identified 10 key elements that lead to the vast majority of hiring mistakes and errors. The real basic problem is that most hiring managers have never been trained how to hire effectively and thus stink at doing the most basic and fundamental part of their job - hiring a great team.


When are you going to train your managers to be GREAT at hiring?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Google Still Doesn't Get it Right When Hiring

Google Still Doesn't Get it Right When Hiring | Hire Top Talent | Scoop.it
Google has spent years analyzing who succeeds at the company, which has moved away from a focus on GPAs, brand name schools, and interview brain teasers.   In a conversation with The New York Times' Tom Friedman, Google's head of people operations,...
Barry Deutsch's insight:

In a recent interview, the top HR executive for Google indicated:


“For every job, though, the No. 1 thing we look for is general cognitive ability, and it’s not IQ. It’s learning ability. It’s the ability to process on the fly. It’s the ability to pull together disparate bits of information. We assess that using structured behavioral interviews that we validate to make sure they’re predictive.”



Even though Google did a great job learning that brain teasers had no correlation to on-the-job performance, they still get it wrong by focusing too much on the ability to process on the fly. This approach has nothing to do with actual work.


No companies base their success "on processing information on the fly". You sit in meetings, collect data, research information, talk to experts, form opinions, test and share ideas - and great ideas, tactics, and strategies evolve through this process - it's not about "learning on the fly."


When will companies stop trying to guess at what makes people successful and just start having transparent conversations in the interview about the work that actually needs to be done? Until we reach this tipping point of changing the fundamental element of interviewing, hiring accuracy at best will never exceed a 50/50 level - it will remain a crapshoot in most organizations.



Barry Deutsch


Master of Hiring Accuracy


Doctor of Hiring Failure and Pain


Prognosticator of Radical Hiring Improvement


 


Learn more on our popular Hire and Retain Top Talent Blog


 


Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?


 


Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent


 


Join the Discussion With Me On Google Plus


 




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Paula Silva's comment, March 4, 2014 6:25 AM
Will you check this scoop? Thank you so much. http://sco.lt/5okJ17