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Hiring Mistake #8 – ONLY Hire Candidates Who Can Meet Your Expectations 
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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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From
hbr
A 10-year longitudinal study on executive transitions that my organization conducted found that more than 50% of executives who inherit a mess fail within their first 18 months on the job. We also uncovered numerous landmines for leaders in this situation. And, with the best of intentions, my client was about to step on a number of them. When a leader inherits a mess created by others, especially when arriving as an outsider, the situation can feel fragile and knowing where to begin the long journey of change can feel precarious. Based on our research and my experience, there are six things the most effective leaders do to avoid failing in a new role. Via Mel Riddile
Barry Deutsch's insight:
This was a good article in HBR on why so many executives fail early in taking on a new job. Where to begin is sometimes the greatest challenge. Do any of these landmines sound familiar as you stepped into your most recent role? What do you do to minimize this risk of hiring failure when asking new CEOs/executives to "fix" a mess?
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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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Barry Deutsch's insight:
Are you victimized by the Top Ten Hiring Mistakes? A number of years ago we undertook a comprehensive study to understand why hiring success and accuracy is so poor. We've written a couple of books on the subject and presented the workshop titled "You're NOT the Person I Hired" on these common mistakes and errors to over 35,000 CEOs and Senior Executives in the last two decades.
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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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Discover how to overcome the most dangerous hiring mistake that frequently leads to hiring failure. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire?
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Zach is one of the savviest person in recruiting talent and are involved with some of the smartest organisations I know who have decided to put talent as their top priorities. ... Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog
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Hiring someone with potential sounds good—unless that raw talent never grows and matures into an actionable manifestation of what you first saw. Here are four tips for determining whether a job candidate is worthy. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog
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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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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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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
www
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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Amazon.com: You're Not The Person I Hired!: A CEO's Survival Guide To Hiring Top Talent (9781420881707): Janet Boydell, Barry Deutsch, Brad Remillard: Books (Special : You're Not The Person I Hired! Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire? It's available as a FREE digital download from our website
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Avoid these classic hiring mistakes so you can get the best candidates. Barry Deutsch Partner IMPACT Hiring Solutions http://www.impacthiringsolutions.com/Blog Have you read our FREE book - You're NOT the Person I Hire?
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Might it be possible that you're setting the wrong expectations of performance in the interview - and then measuring for this "wrong" criteria?