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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. 
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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> 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
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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
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Why Good Managers Are So Rare
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
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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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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
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From
qz
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.”
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
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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
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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"
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
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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
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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
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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
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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
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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.
Barry Deutsch Master of Hiring Accuracy Doctor of Hiring Failure and Pain Prognosticator of Radical Hiring Improvement
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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. Barry Deutsch Master of Hiring Accuracy Doctor of Hiring Failure and Pain Prognosticator of Radical Hiring Improvement
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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
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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
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From
linkis
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
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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
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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
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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?"
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
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From
ht
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."
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
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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
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Hiring Success Beyond The Gut Check
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 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
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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
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Matt Maloney: Turning Raw Talent into Industry Leaders
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
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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?
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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