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Hire Top Talent
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Discover how to find, attract, engage, and interview top talent
Curated by
Barry Deutsch
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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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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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We can't get enough about the art of interviewing in these times. We all fret job interviews and prepare as much as possible but there is little way of predicting their outcomes.
Barry Deutsch's insight:
Although I think the survey data may be suspect in this article - I do acknowledge that the primary reason people get hired or hired is due to first impressions, likeability, chemistry, and rapport. Most hiring managers make their judgements immediately because they don't know any better. These initial first impressions are one the primary causes of hiring mistakes and errors. It's the reason hiring fails almost 50% of the time. Most hiring manager measure how well a candidate interviews - NOT whether they will be a good employee. Until that framework or paradigm shifts, hiring accuracy and success will never pass the 50% mark. Consider this series of questions: Of all the hires you've ever made, what percentage lived up to or exceeded your expectations? Ever hire a candidate who "aced the interview" only to fall flat on their face after they started? How about the shy, introverted, quiet, reserved candidate who couldn't interview themselves out of a wet paper bag, yet you took a risk and they turned out to be one of your better hires? Barry Deutsch
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How To Keep Your Startup Vibe In A Rapidly Growing Company Forbes Essentially, once your team gets to know people outside of their department, they're more likely to feel a closer connection with the overall organization, leading them to focus on...
Barry Deutsch's insight:
I've seen the hiring of numerous HR professionals in entrepreneurial, small businesses, and emerging growth companies that come aboard and immediately suck the life out of being entrepreneurial, creativity, and innovation. Are you hiring HR staff (or other key roles) that thrive on bureaucracy and structure - and can't adapt to your unique culture? Barry Deutsch
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Are you playing the “Let’s Give Another 30 Days” with that employee you hired that can’t meet your performance or behavior expectations – only now it’s 6 months, a year, or 2 years later? Did you
Barry Deutsch's insight:
Here is a recent article I published on the LinkedIn Publishing Platform. I talk about the problem of "firing slowly" and leaving non-performers or toxic employees in place too long. Barry Deutsch
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If there was one question you could ask that would turn the entire interview upside down, allow you to drive the conversation, and shift the Hiring Manager off their path of box-checking you against
Barry Deutsch's insight:
This is my most recent post on the LinkedIn Publishing Platform. This article is aimed at candidates who struggle to break out of the interrogation and box-checking so common in most traditional interviews. With one question, you can now flip the entire focus of the interview from box-checking to a deep discussion of expectations and results. Barry Deutsch
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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.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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Were you fooled by your job interview?
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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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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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?
Join the Discussion With Me On Google Plus
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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?
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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?
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Next to not defining success, superficial interviewing is the second most common mistake made in the hiring process that leads to hiring failure.
Barry Deutsch's insight:
Most CEOs and executives have told me over the last 20 years that they think candidates lie, embellish, and exaggerate 100 percent of the time in interviews. Not probing, digging, validating, vetting, verifying every claim, accomplishment, and achievement is pathetic.
No wonder 50% of time the complaint about a bad hire is "I thought they could do X when I interviewed them - I'm surprised they cannot do it". Shame on hiring managers for not Peeling the Onion.
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Why do most of the methods used by companies to find candidates, particularly job boards and advertising, fail so often? Are there better techniques and
Barry Deutsch's insight:
As I travel around the country conducting 1-2 workshops a week with CEOs and Senior Executives on our program You're NOT the Person I Hired, the one issue that keeps surfacing over and over is the frustration around finding great candidates for open positions.
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Barry Deutsch's insight:
I recently posted this article on the LinkedIn Publishing Platform - and it generated a small firestorm of controversy on LinkedIn. Obviously, I touched on a sore point about why employees might leave their company. One of the problems with a lack of a structured plan and process for employee engagement is that the best talent leaves first because it's easy for them to find new jobs. Barry Deutsch
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When sales teams aren't performing as expected, the root cause could be founded in the sales person onboarding program. In this episode of the Sales Management Minute, learn the six common onboarding mistakes and how to avoid them.
Barry Deutsch's insight:
Lee Salz describes the problem and issues related to hiring sales professionals without a strong on-boarding program. I'll extend this issue to all hires. My experience has been that at least 15-20% of the reason candidates fail in their new jobs is due to an ineffective on-boarding program. In the vast majority of companies below the Fortune 1000, there is no on-boarding program. In most of these companies, it's called "sink or swim". Are you creating unnecessary work to rehire for jobs that could have been successfully filled - but you screwed up the on-boarding process? Barry Deutsch
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From
qz
This is why you never end up hiring good developers
Barry Deutsch's insight:
Excellent reinforcement of the hiring mistake of hiring for skills and knowledge that people have on the first day of work. There is NO correlation that they will be successful. Instead, the focus should be on measuring the application of their skills in your unique role in your unique culture/environment. Is it any wonder why most studies show hiring accuracy to be hovering around 50%. One the primary reasons is that you're measuring the wrong things in the interview - whether your hiring a front line programmer or a senior executive. Check out of my publication of the Top Ten Hiring Mistakes CEOs and senior executives make in hiring - particularly the error of treating the interview like you're ordering from your favorite fast food restaurant in the drive-thru line. What hiring errors and mistakes is your organization guilty of committing over and over? Barry Deutsch
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Entrepreneur
Barry Deutsch's insight:
I liked the author's comments about testing candidates out before hiring them. As you know, our tagline is "put the candidate in the job before you hire them". You don't always have the luxury of offering contract assignments - but you can give small homework/consulting assignments that reflect the type of projects you'll assign when the candidate gets hired. Barry Deutsch
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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
Barry Deutsch's insight:
This article is from my Top Ten Hiring Mistakes Series on the LinkedIn Publishing Platform. The article is on Hiring Mistake #5 - Historical Bias. Is your focus purely around years of experience and skills, or is it in the application of how someone has applied their experience and skills? Barry Deutsch
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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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From
www
CIO
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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How Companies Can Better Engage 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.”
"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?
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Job candidates decry interview marathons
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?
Join the Discussion With Me On Google Plus
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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.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?
Join the Discussion With Me On Google Plus
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Be more like a professional recruiter searching for top talent with a magnifying glass, looking under rocks, being a detective, and leveraging the one degree of separation that social media provides, especially LinkedIn.
Why don't more companies use the social networking connections of their employees, vendors, sub-contractors, clients, and suppliers to bring outstanding candidates to the table?