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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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

 

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Don't Ever Hire Again Without First Defining the Outcomes You Desire

RT @TalentCulture: #Hiring: 6 Secrets to Attracting Top #Talent http://t.co/0944TKRO7j @Sales_Source #TChat
Barry Deutsch's insight:

A lack of investing time into defining the results, outcomes, deliverables, performance, and expectations, and success leads to hiring mistakes and errors.


In our Success Factor Methodology Hiring Process, we consider this error to be the greatest one leading to hiring failure.


As the author indicates:


"a. What specifically needs to get done by when? You're not filling a slot; you're moving your business agenda forward.

b. How will success be quantitatively measured? If you don't have reasonable metrics, you won't know whether you have a top performer."



It's like the old advertising tagline for Fram Oil Filters: You can pay me now or pay me later!


Wouldn't a better approach be to invest the time and energy up front to define your needs vs. trying to manage tough on the back-end. The reality is: Can you ever manage tough enough.


Save yourself the heartache and learn how to define expectations and results - let that guide your finding and sourcing, interviewing, on-boarding, and performance management.


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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Don't Fall VICTIM to hiring employees who are only partially competent

Don't Fall VICTIM to hiring employees who are only partially competent | Hire Top Talent | Scoop.it
3 Hiring Mistakes You Can’t Afford To Make: http://t.co/LRnbo6n7D4
Barry Deutsch's insight:

Nick Corcodolis writing on the CMO.com website suggests that you shouldn't focus on looking at what the candidate has done in the past instead only looking for what they might do in the future.


The problem is how do separate book knowledge and faking from real practical capability to deliver your desired outcomes.


An accurate interview is a combination of looking at comparable past performance (not the same as detailed past experience) in scope, size, effort, complexity, people, and resources to what you need done.


And looking at whether they understand intellectually how to apply their skills and past performance to what you need accomplished.


Not probing for either of these or putting too much emphasis in one area leads to hiring employees who are only partially competent. Don't fall victim to this common mistake.


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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Using Your Gut in Hiring

Using Your Gut in Hiring | Hire Top Talent | Scoop.it
Hiring Success Beyond The Gut Check
Forbes
Use networks first because they are often the fastest and easiest way to connect with top talent. Only if you come up short, do you need to spend the effort and money on more traditional means.
Barry Deutsch's insight:

In this article Meghan suggests you should ignore your "GUT" instincts. She infers that because of the traditional reliance on GUT instincts:


"Yet the percentage of new hires that end up as disappointments is estimated at 75%"



I would agree and disagree with Meghan in this article.


I do agree that a significant number of mistakes get made by relying solely on unproven gut feelings and instincts. There are many other hiring mistakes that lead to disappointments. She quotes a number around 75%. Our own research shows hiring leads to disappointments at least 50% of the time. Whether the actual number is 50% or 75% is irrelevant - it's huge. It's hurting companies by having average and mediocre employees.


I think Meghan might be a little unrealistic in telling hiring managers not to have gut feelings about candidates. It's a natural human reaction when talking with someone else. You cannot hide it, sweep it under the rug, or pretend it doesn't exist.


What you can do is probe for specifics to confirm/deny your initial gut feelings. Using a structured interview with each candidate forces you to be more objective and rational in the hiring process.


Do you use pre-written structured interview guidelines and questions for all candidates? If not, your hiring executives and managers might be making hiring mistakes by relying too heavily on their gut feelings.


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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Improving the Rigor of Hiring is Important - Regardless of the business or role!

Improving the Rigor of Hiring is Important  - Regardless of the business or role! | Hire Top Talent | Scoop.it
How are you doing with your hiring practices at your creative agency? Chris Wilson, fp. CEO, talks about making your team bigger and more successful.
Barry Deutsch's insight:

The author focuses on talking about improving hiring at a creative agency. Everyone of his comments is not really about hiring great creative talent - it's about improving the discpline of hiring.


Anytime you apply tools, methods, structured approaches to a process, you start to see better results. Hiring is no different. Hiring is one of the few areas in most companies - especially entrepreneurial-small business-emerging growht businesses - that is not PROSSIFIED. I know that's not a real word - I just like the way it sounds.


The truth is that most companies have weak hiring processes that don't have a lot of rigor, discipline, structure, tools, training, and methods. I've seen weak processes in 50 person organizations and in 5,000 person organizations.


When you have a weak hiring process, results are random. Just like they would be for your credit process, order entry, or quality. The process becomes dependent on hope and luck rather than a systematic approach of using best practices.


Whether you call your system performance based hiring, the success factor methodology (our process), or top grading -- the top 5-6 hiring methodologies all use the same core best practices.


What's your plan to "prossify" hiring, eliminate common errors, and improve your hiring success and accuracy?


HIRE AND RETAIN

 

 

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 Raw Talent necessary for success?

Is Raw Talent necessary for success? | Hire Top Talent | Scoop.it
Matt Maloney: Turning Raw Talent into Industry Leaders
Wall Street Journal (blog)
MATT MALONEY: Although it sounds cliché, the saying “hiring great people is the key to success” couldn't be more accurate.
Barry Deutsch's insight:

I agree with a couple of points Matt Maloney makes in his articles.


1. It takes tremendous discipline, focus, and most importantly, patience to hire great talent. As we've documented in our landmark research on hiring mistakes, the top three hiring mistakes all relate to not investing enough time in the hiring process.


2. Cultural Fit - both making sure the personality syncs up with the hiring manager and the team. One of the greatest mistakes in hiring is to assume the "persona" exhibited in the interview is real personality - nothing could be further from the truth.


3. Raw Talent - here's where I disagree. I think success comes from a blend of prior success and future potential. Basing the vast majority of your decision to hire on raw talent (little proven work experience and accomplishments) yields very high risk hires just as focusing too much on past experience and accomplishments yields candidates lacking in future potential.


It's not about talent or experience, but rather what's the right blend for  role, the company, and the candidate. This is radically different from "hiring the best" - it's about hiring the best for that specific role - both now and into the short range future (12-18 months).


HIRE AND RETAIN

 

 

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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Are You Reactive or Proactive in Recruiting?

RT @SourceMob: 10 Tips to Hiring & Keeping Top Talent! http://t.co/8zVRDe0jPq. #shrm #recruiting #HR #careers
Barry Deutsch's insight:

Most companies fluctuate somewhere between a crisis and desperation when it comes to hiring. It's reactive, taking whomever is available at that moment. Sticking a butt in chair becomes the most important critieria because as we all know - someone in that chair is better than no one.


A better approach may be to start thinking "Always Be Recruiting". As the author of this article indicates:


"1. Recruit Continuously: Aggressive companies (read: successful) are always on the prowl for talent. They have a sense of what skills they need now and in the future, and what type of person will be a good fit. They look even when there are no current openings, because one can never predict when an employee might leave."



When should you move from the stage of "recruit only when a job is vacant -- to --- always be recruiting?


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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Why do so few companies focus on keeping the people they already have?

Why do so few companies focus on keeping the people they already have? | Hire Top Talent | Scoop.it
Bersin by Deloitte recently predicted that organizations will be challenged to attract, retain and develop people in 2014 as they strive to keep pace with a global economic recovery. I'd say their predictions are already coming true.
Barry Deutsch's insight:

One of my major frustrations is how little effort, time, investment is made by most businesses on keeping their best talent. Frequently, the assumption seems to be "if you show up for work you must like to be here". Nothing could be further from the truth.


The author of this article states it very well when he says:


"Give people a reason to stay. It’s hard enough to get out of bed on days like today where the temperature here in the Northeast will not rise above 10 degrees. Now imagine having to do so when you are working in an environment where you feel that if you didn’t show up today, no one would notice. Today’s workers want to do interesting work. They want to feel valued and know that at the end of the day, they’ve made a difference. They also want to be treated with respect, which includes being paid based on the value they bring to the organization."



If you ranked your company's ability to give people a reason to stay, where would you fall on a 1-10 scale, with 10 being the best? I would bet if you were honest, you would probably rank yourself a 1 or 2.


When does it make sense to invest the time to lay out a plan of action how you're going to give people a reason to stay?


HIRE AND RETAIN

 

 

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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Jerry Busone's curator insight, January 26, 2014 4:28 PM

Win the war of talent take care of your own...

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How to Attract the Right Talent

How to Attract the Right Talent | Hire Top Talent | Scoop.it
Three Ways Your Company Can Attract the Right Talent Forbes “Their pull is irresistible,” says Roberta Matuson, consultant and author of the insightful new book Talent Magnetism: How to Build a Workplace that Attracts and Keeps the Best, because...
Barry Deutsch's insight:

I liked Dorie's article on methods to attract great talent. One of the 3 things she talked about was the need to be clear on how your talent is - what defines a great person in a particular role. She said:


"Understand who the best employees are – for you. “Everyone has talent,” she says. “Talent Magnetism is about attracting the right people to your organization. Be very clear on the traits and competencies that the most successful people in your organization have in common.”



Not being clear, lacking specific outcomes, being vague about deliverables, not defining with precision what your ambiguous behaviors look like - leads to a high percentage of hiring errors.


NOT investing the time to really understand what success looks like in a particular role is the NUMBER 1 reason hiring fails in most companies.


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 Talent Poaching Unethical?

Is Talent Poaching Unethical? | Hire Top Talent | Scoop.it
Will 2014 be the year your top talent is poached? Make this the year to ramp up employee retention. (http://t.co/6CWqSVb6tk)
Barry Deutsch's insight:

This is one of the silliest questions I've heard in a long time.


To say that contacting employees at other companies and asking them if they would like to enter into a conversation about an open opportunity is unethical is like saying:


Your sales professionals shouldn't call on any companies already using competitor products.


Here's the comment that started off my rant:


"Is Talent Poaching Unethical?
You may view talent poaching as unethical. For Jeff and his counterparts, it’s simply another day at the office. After all, if employee retention was that important to you, you’d be doing it."



50% of your entire employee base has already decided they want to leave - now it's just a matter of time until the right opportunity crosses their path.


The vast majority of employees are disengaged, uninspired, bored, turned-off. They don't see the connection to what they do everyday to the company vision, and they have lost respect for their immediate boss.


You shouldn't be worried about other companies and recruiters poaching your talent - you should be worried about implementing actionable programs to improve retention.


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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It's the Work - Everything Else is a Minor Distraction

7 simple rules for hiring great developers
IDG News Service
If you're doing your job correctly and hiring the right people, you're unlikely to hang on to them for long, notes Famo.us' Newcomb.
Barry Deutsch's insight:

Good article identifying some key elements of hiring technical staff - but the concepts extend to other positions in a wide variety of roles.


One of my favorite quotes from this article is:


Developer hiring rule No. 6: It's the work, stupid


The companies that offer the best payouts in terms of financials and perks are often lacking when it comes to less tangible rewards like job satisfaction. The bigger the company, the smaller your role is likely to be, at least at the start.


"What motivates the best developer is the work," says Dan Pasette, director of kernel engineering for MongoDB. "People are willing to take a risk and take a bet on a company that's paying a little less than a Google or a Facebook, simply because they want to make a difference and see their code in action."


Like everyone else, developers want to feel like they're contributing something useful to the world, even if it's simply a better way to store and share work data, says Tom Carpel, a senior software engineer at Box.



In my hiring and retention workshops, I continually reinforce that the primary reason people leave jobs and take new jobs is the opportunity for learning, impact, and becoming something better. We call this the LIB curve. It's a variation on Maslow's Hierarchy of Needs - especially the capstone of self-actualization.


Focusing on the LIB elements allows you obtain better talent in spite of lower compensation, tougher working conditions, and bad commutes. The best make investments in themselves for more learning, impact, and becoming something better.


In your current advertisement and networking message, do you emphasize the learning, impact, and becoming - or are you still stuck in 1970s mode of posting job descriptions that no one is interested in reading?


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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Do You Hire Farmers When You Need Hunters?

Do You Hire Farmers When You Need Hunters? | Hire Top Talent | Scoop.it
Barry Deutsch's insight:

The author of this article lays out a few big hiring mistakes frequently made by sales managers.


A few of the questions/issues deal with adaptability - differences in size of company, type of deal, cultural issues.


However, the one mistake I see that gets made most frequently is hiring farmers when you really need hunters.


There is a wide variety of reasons you fall for the farmer (thinking they are a hunter) and don't realize until they've been aboard for a few months that what you from their responses was hunting in their previous companies - is actually farming in your environment.


How is it possible you managed to make this classic mistake:


1. You fell in love with the candidate based on their presentation and style in the interview. As a result you didn't dig deep enough. You're a victim of first impressions and making judgments on gut-feel.


2. You didn't have a good definition of hunting expectations so your conversation shifted toward checking boxes on the job description and never focused on outcomes and performance. Your failure is the result of relying on out-dated tribal and traditional methods of defining work - such as the useless job description.


3. Interviews bore you. You're type A and don't like to be analytical, probe, and dig deep. You'd rather yank your toe nails off than be forced to spend 10 minutes peeling the onion on an example the candidate gave you. As a result your interview questions and responses are very superficial.


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 Hiring Rigorous At Your Company - OR is it Considered a Necessary Evil?

Is Hiring Rigorous At Your Company - OR is it Considered a Necessary Evil? | Hire Top Talent | Scoop.it
Making the right hiring decisions is of utmost importance, especially for a growing business. If you have the wrong set of people around, you are only putting your company in jeopardy.
Barry Deutsch's insight:

I couldn't have said it better than the author of this article who made the comment:


"So, hire cautiously and not based on your gut feeling, but rather take your time in the interviewing process to really understand the prospective new hire and help them get a feel for your culture and company. Select someone who matches your requirements, has the right character and attitude, exhibits the the appropriate behaviors, and is qualified to perform the job. This in turn will save you money and time in the long run."



Do you have a system or process that is rigorous for interviewing vs. letting each hiring manager do whatever they want when the door closes. Is everyone on the same page with standards, expectations, forms, methods, tools, techniques, and questions.


Are we all measuring the same thing?


When do you think it might be time to give your hiring process a "check-up?"


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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STOP asking curveballs, fastballs, quirky, and cute interview questions

STOP asking curveballs, fastballs, quirky, and cute interview questions | Hire Top Talent | Scoop.it
One way we've found to avoid costly hiring mistakes is to spread thoughtful and provocative questions across the interview team. You owe it your company to analyze how the candidate thinks on her feet.
Barry Deutsch's insight:

Once again, we find recruiters, consultants and hiring managers trying to ask cute and quirky questions in their attempt to play closet psychologist in predicting future performance.


STOP listening to this advice. It's silly, irrelevant, and useless in predicting future performance.


Instead, focus on making the interview more like real work with seeking examples, role-plays, walking around, pretending the candidate is a consultant on your most pressing current problems.


A clear and precise understanding of the outcomes and deliverables in the role will provide a significant number of interview questions to both validate past comparable performance and understand future potential.


There is NO correlation to asking these silly questions and on the job performance. All these questions prove is the hiring manager's ability to ask cute and quirky questions. My personal perception is that the reason these questions get asked is that no one on the hiring team really understands how to interview effectively and what real performance in the job looks like.


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 Mistakes start with a Random Hiring Process

Hiring Mistakes start with a Random Hiring Process | Hire Top Talent | Scoop.it
Hiring is the most critical component in scaling a business. Period. Nothing else comes close. The people you choose to hire will impact every part of your business.
Barry Deutsch's insight:

Mark Otto, writing on the Blogmine website, discusses a series of common hiring errors and mistakes.


One of the greatest mistakes is a weak hiring process -  in many companies it's actually NO hiring process.


No is trained how to interview

No one has a clue what to measure

The 20 standard, stupid, inane, canned interview questions form the basis of the interview

Everyone asks the same questions over and over

There is NO definition of success

Personality, rapport, and chemistry become the primary attributes of deciding whether or not to hire a candidate


Is it any wonder why approximately 50% of all candidates hired are a mistake?


Here's what Mark had to say in his article:


"Even when there is an interview team, there is often no clear plan for what each member is trying to discover. Without a plan, the interviewers ask predictable questions and get predictable responses. What is your greatest accomplishment? What is your biggest failure? What is your greatest weakness? The results don’t yield the kind of useful information needed to make an informed decision about a candidate"



When should you turn hiring at your company into a rigorous process that can yield high results?


As compared to a random and arbitrary process based on a lack of training used by your hiring managers who average at best a 50% success track record?


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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Stop Asking Quirky Interview Questions!

Stop Asking Quirky Interview Questions! | Hire Top Talent | Scoop.it
What is a superpower you would give to your best friend?” These are ... Such hiring practices also disadvantage women. ... The company has been expanding its hiring yet the number of women in management is declining.
Barry Deutsch's insight:

Here's one of my favorite rants: Stop asking quirky interview questions. They are stupid, irrelevant, and do not yield any information about a candidate's ability to fit within your culture or deliver the results you desire.


For some reason, small tech start-ups seem enamored with playing closet psychologist and asking quirky interview questions. Not only are they culturally biased, but they just plain don't work. Hasn't there been enough studies proving this point already.


Interviewing is bad enough without some executive or manager trying to be "cute" in the interview by asking stupid questions. The only reason I can come up with that hiring managers would ask these quirky questions is that they have no idea what they are doing in an interview. You're trying to get someone to join your sorority. It's a business - treat the interview like a business discussion.


Focus on defining what great performance is in the job, what top talent looks like, getting specific examples to establish patterns of behavior, and validate, verify, vet every claim the candidate makes.


Your accuracy will SOAR, the candidate will understand what they need to do to be successful, and you'll have a good tool to predict their ability to deliver the outcomes you want. There's a reason they call these tactics "best practices."


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 Can You Prevent Your Best Talent From Leaving?

How Can You Prevent Your Best Talent From Leaving? | Hire Top Talent | Scoop.it
Show your high-performing team members that you care about their careers by implementing stay interviews.
Barry Deutsch's insight:

I just had this conversation with a group of Vistage senior executives as a part of our formal speaker program titled "You're the Person I WANT to Keep".


How do you create an early warning system to NOT get caught off guard by your best talent giving notice? I especially liked the lead paragraph in this article:


"As a leader, you know it the minute your most talented employee walks into your office — she is going to resign. You chastise yourself: why didn’t I see it coming? If you are honest with yourself, you know that in some way, you did see it coming. You just didn’t take the time to do something about it."


Change your entire culture - talent management - to conducting stay interviews instead of exit interviews.


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

 

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Barry Deutsch's curator insight, February 12, 2014 4:39 PM

I just had this conversation with a group of Vistage senior executives as a part of our formal speaker program titled "You're the Person I WANT to Keep".


How do you create an early warning system to NOT get caught off guard by your best talent giving notice? I especially liked the lead paragraph in this article:


"As a leader, you know it the minute your most talented employee walks into your office — she is going to resign. You chastise yourself: why didn’t I see it coming? If you are honest with yourself, you know that in some way, you did see it coming. You just didn’t take the time to do something about it."


Change your entire culture - talent management - to conducting stay interviews instead of exit interviews.


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

 

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Why do great people go into bad situations?

Why do great people go into bad situations? | Hire Top Talent | Scoop.it
If Clinkle is so bad, how does it keep hiring such good people?
Barry Deutsch's insight:

The ability of companies with poor reps to hire great talent seems counter-intuitive.


Let's consider one of the primary reasons top talent leaves their current role and what they look for in new roles. CHALLENGE!


The very best want tough assignments, difficult hurdles, great challenges, and incredible intellectual stimulation. This is simply the same stuff Maslow talked about in his Hierarchy of Needs over a half-century ago. What drives great people has not changed in the last 50 years, let alone hundreds of years.


Perhaps, the challenge of turning around a company, fixing deep problems, leading an organization to the heights of success is the stimulation that attracts some of these industry titans (many of whom have already easily funded their retirement - it's not longer as much about wealth building as being challenged and having an impact).


Do you agree/disagree on the basic elements of what you want in a job?


 

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

 

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Lowering Your Standards to Just Get the Job Filled

Lowering Your Standards to Just Get the Job Filled | Hire Top Talent | Scoop.it
We have been involved in thousands of sales hiring and recruiting projects. We are often called in to investigate and fixed failed hiring initiatives. Here in countdown order are the top 10 sales h...
Barry Deutsch's insight:

I just lead a management retreat for the sales managers of one of my clients. One of the patterns that emerged was that there was a tendency to lower expectations and standards just to get a warm body in the chair - since the territory was not being covered, the executive was doing the job, and customers were beginning to complain. The pressure to fill the job was intense.


However, every time the standard gets lowered, it creates problems on the backend of non-performance, poor cultural fits, and additional customer problems.


Resist the temptation to just fill the open job. As the author of this article indicates:


Hiring who’s available instead of who you need.
Problem: The pressure to hit targets is immense and often a sales manager jumps to hire the first person that looks good or good enough, but getting sales hiring right takes patience and in the end they may end up wasting money and time investing in someone that is not the right fit.
Solution: Your best bet is to know the sales competencies your reps require and look for them when interviewing – past success is the best proof of ability.



The problem is not just in interviewing, it's having a series of strategies that bring outstanding candidates to your doorstep beyond the bottom feeders posting their resumes to job boards or responding to job descriptions that are masquerading as advertisements.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

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Do You Have Executives Unwilling to Hire Great Talent?

Do You Have Executives Unwilling to Hire Great Talent? | Hire Top Talent | Scoop.it
Managers may fear competition when hiring smart employees
Statesman Journal
What would they dare not do? They say they would never reject a potential employee because they thought the person was smarter than them.
Barry Deutsch's insight:

One of the problems that occurs in many organizations is that many managers and executives refuse to hire people "smarter" or potentially more "capable".


The author quotes a source:


"Not wanting to hire someone smarter than you “is a common strategy for ambitious people — though a short-sighted one,” says Joseph Melnick, a psychologist who practices in Portland, Maine."



Do you have weak executives and managers that are "dumbing down" their hires so they can look better? Are these executives and managers holding your company back with their dysfunctional behavior?


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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Jerry Busone's curator insight, January 27, 2014 8:10 AM

You want talent better than you...but some leders dont know how to manage great talent.

Jerry Busone's curator insight, February 10, 2014 8:51 AM

Very true ... Believe it or not they exist in corporate America 

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What's the probability of finding great candidates without a plan?

What's the probability of finding great candidates without a plan? | Hire Top Talent | Scoop.it
Here it is: the Number 1 hiring mistake...and potentially the one causing the most issues for any business. Going for a bushwalk into an area you have not been before without a map and proper prepa...
Barry Deutsch's insight:

Although I don't agree with the others hiring mistakes list or his ranking of mistakes, I've got to give him credit for discussing one of the core reasons hiring does fail - no plan to find the best.


Or  as we call it - using methods like job fairs, posting the job description on job boards, and light networking - brings the bottom third of the candidate pool to your doorstep.


Not have a plan to where to find the candidate, what they look like in other companies, and what your role is attractive to high performers - results in obtaining people who are desperate for a paycheck or desperate to get out of their current situation.


You wouldn't approach a major problem at work without a plan - why would you try to find a great person by the seat of your pants using mediocre and average techniques?


HIRE AND RETAIN

 

 

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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Can You Compete with How Starbucks Hires Great Employees?

Can You Compete with How Starbucks Hires Great Employees? | Hire Top Talent | Scoop.it
Want to hire like Starbucks? Starbucks connects with its fans daily via social media, and so ensures a steady stream of talent during its hiring season. (RT @sparkhire: So You Want to Hire Like Starbucks?
Barry Deutsch's insight:

The anwer to that blog headline of whether you can compete is:


"Of course silly - it just takes a little discipline"


The vast majority of companies, regardless of size, can easily build a hiring process as effective as Starbucks. The key is as the author describes to base a segment of the interview on your corporate culture:


"The Starbucks interview process is a reflection of its overall corporate culture. Interview questions are based around Starbucks’ commitment to 3 main goals: overall excellence, respect for customers and co-workers, and a dedication to corporate social responsibility. The focus on positive relationships with customers and co-workers is especially important, and is reflected even in the hiring terminology. In Starbucks’ paperwork and mission statements, all employees are called partners.”



What does your company base their interview questions on? Is there a consistent process and series of questions all hiring managers use? OR do some conduct better interviews than others?


Is it left up to each hiring manager what questions to ask - such as the 20 standard, stupid, inane, canned interview questions?


When should you invest the time to improve your hiring process and interview 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?

 

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Do You Have a Written Retention Plan?

Do You Have a Written Retention Plan? | Hire Top Talent | Scoop.it
How do you retain talented employees in the modern workplace? Find out in this week's news roundup with five articles on retaining top talent in 2014.
Barry Deutsch's insight:

Most companies talk a good game about retaining their top performers, but have nothing in place to accomplish it. This idea of retention is lip-service to the idea of "our employees are our greatest asset."


This article offers a review of a few of the best articles recently published on retention. The one that stood out for me was:


Retaining workers in 2014 requires a clear talent-retention strategy



If you don't have a wrtten plan, how can you expect your best people to stay. As the economy and job market heats up - your best employees have a giant target painted on their back. I wouldn't be surprised if they are getting 3-4 calls a week right now from friends, former business associates, and recruiters about new opportunities.


Without a written retention plan with specific goals and action items, you stand no chance of keeping your best talent in the coming uptick of the job market.


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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If you're not attracting the best, then you're doomed to fail in hiring.

If you're not attracting the best, then you're doomed to fail in hiring. | Hire Top Talent | Scoop.it
Business Insider
5 Things I Learned From Hiring My First 100 Employees
Business Insider
As a result you have to work harder to identify top local talent or convince people to make the move across the country.
Barry Deutsch's insight:

One of the most important elements in hiring is attracting the very best. The traditional finding approach by most companies is to place job descriptions masquerading as advertisements on job boards. As the author indicates:


Attract the best people.

Post an ad for a great job and you’re bound to get hundreds of applicants; getting the right people to apply is another story. Early stage startups are asking people to make a bet on the company. You have to convince talented people to leave their secure and potentially higher paying jobs in exchange for an opportunity to go further in the future.



Typically when you place job descriptions on job boards, you attract the bottom 1/3 of the candidate pool. If all you're seeing is the bottom 1/3, you're doomed to fail in hiring before you've even started the process. As the author indicates, you have to to go after top performers not weak people desperate for a job.


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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Test Your Potential Hire On the Job

Consider these strategies when looking to hire someone who will become a good long-term fit for your company.
Barry Deutsch's insight:

I would recommend this strategy anytime you can do it. Obviously, it's hard to do with candidates who have an existing job and don't want to put their job at risk.


Every unemployed candidate should be put through this process.


The author's metaphor to dating was an interesting approach. Here's how he describes it:


Date new hires before you marry them

“Bring new people in on a contingent basis for myriad reasons, the most important being your cost-to-benefit ratio. Give a potential hire a specific deliverable and problem to work on, and have him do so in your office or around your team. Make hiring a team effort, and make sure that no one gets hired without the cultural approval of everyone, or the leaders you’ve anointed within the company.”



Why wouldn't you do this?  The only risk is that your candidate may get  a full time job offer while you're putting them through their "dating" or "trial" period. Other than that small risk, your upside on  hiring the right person is tremendous.


There is no better technique to assessment than seeing a candidate real time do the actual work they would be doing on an on-going basis.


Have you ever tried this? What were your results?


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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