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RT @SourceMob: 10 Tips to Hiring & Keeping Top Talent! http://t.co/8zVRDe0jPq. #shrm #recruiting #HR #careers 
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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."
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
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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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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 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
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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?
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
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7 simple rules for hiring great developers
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.
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
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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
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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."
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
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ESPN (blog)
Barry Deutsch's insight:
This typical hiring scenario by a professional sports team borders on being a joke. You would be laughed out of town in a corporate role if you spent so little time on the interview process for a key hire. Desperation hiring because of time limits, collecting limited information, a lack of matching style with key execs - like the general manager, and a poor understanding of the adaptability in getting results in previous organizations to the current organization all leads to a high probability of hiring mistakes and errors. Would you accept such an irrational and silly process for hiring in your company? 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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Hiring top talent and retaining top talent are the biggest concerns for executives for the second year in a row. Get the details and statistics.
Barry Deutsch's insight:
No surprise about concerns in hiring talent - although the article focuses on technology talent - I would extend this concern across every department in most companies. The question posed in this article that stuck in my mind was: "What has your company done to hire and keep the best ... talent?" I've been leading workshops and seminars on improving hiring success and accuracy for over 20 years. I've probably presented to over 50,000 managers, executives, and CEOs in every imaginable type of business and size of business. It doesn't seem to matter whether the economy is going straight up, straight down, or sideways - most companies don't appear to want to make the investment to improve their hiring and retention process, systems, and methods. Most companies appear to muddle through this process using whatever they did last week, last month, and a generation ago. Why? Why are most companies stuck in a tribal and traditional framework of using techniques for hiring and retention that might have worked in the 70's, but no longer are effective today? I come back to the original question: What are doing to find, hire, and keep the best talent that is different from what you did last year? 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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How much money are you wasting when you make the wrong hire for your sales team? This article explains how to improve your sales talent management. (How much did that last bad hire cost you? Don't make the same mistakes in 2014.
Barry Deutsch's insight:
No where is the cost of a bad hire more painful than on the sales team - lost revenue, customer turnover, lost account history, poor relationships, missed quotas. The list is almost endless. Then why do most companies spend less time evaluating potential hires for their sales team than accounting clerks or IT network administrators. Why is the track record of hiring sales professionals who can consistently hit their quotas so bad? As the author talks about in his blog post - the real reason for poor hiring and expensive mistakes is a lack of process. Most sales managers and executives "wing" the interview process, without a lot of insight, thought, and discipline. By applying few best practices, it's possible to dramatically improve hiring accuracy and success. 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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NFL coaching changes: Grading the moves so far SB Nation When the other NFL owners approved Jimmy Haslam as the Browns next owner in October 2012, the truck stop CEO expressed his management philosophy of hiring good people and letting them do...
Barry Deutsch's insight:
Another article on hiring mistakes of coaches who didn't live up to the owner's expectations. Underlying these poor hiring mistakes: Not using past performance as a good measurement tool Not understanding the relationship issues between owner, gm, and coach Bad hiring criteria Setting the coach up for failure by not providing the tools (talent) to et the job done Politics - issues of saving face, lack of communication, egos - all of which could have been taken into account at the beginning of the hiring process Is this any different than what goes on in the failed attempts to hire great talent at a corporate level? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/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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Have you ever hired someone who didn’t turn out to be what you expected?
Barry Deutsch's insight:
The US Dept of Labor estimates the cost of bad hire is 30 percent of the first year compensation. I would contend that cost is much higher. The actual lost opportunity cost far exceeds any out of pocket cost. Imagine the workforce productivity drain on the rest of the team, customer turnover, failed sales deals, horrible execution on projects, continual retraining of new employees, and the admin burden of having to replace people and deal with the team dysfuction.
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The most impactful talent areas to focus on include improved hiring, retention, faster learning, and more precise internal movement into product, sales, and revenue-generating positions and teams. Increase workforce ...
Barry Deutsch's insight:
Key strategic HR ideas regarding talent from one of the most respected voices in talent management. Notice his two top areas of immediate focus are improving hiring and retention. Do you have a plan to significantly upgrade your capability to find, hire, and retain great performers at every level? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/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
http://www.linkedin.com/groups/IMPACT-Hiring-Solutions-HOW-Hire-1819296/about
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Managers may fear competition when hiring smart employees
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."
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?
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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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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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.”
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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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
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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Business Insider
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.
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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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: “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.”
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
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The Stanford GSB lecturer and chairman of JetBlue airlines explains how to bring the best people on board. (Joel Peterson: What Are the Most Common Hiring Mistakes?
Barry Deutsch's insight:
Joel Peterson drives home the failure of hiring in your own image - a common mistake made by hiring managers. Hiring people whom you have an instant rapport, warmth, fuzzy feeling about because they look, talk, and act just like you - is one of the primary failure points of hiring top talent. Most formal studies of hiring show that the primary reason people get hired has nothing to do with their skills, knowledge, experience, accomplishments, and performance. Instead, the primary reason is personal chemistry and rapport. Gut feelings. This is one of the key reasons we named our book "You're NOT the Person I Hired". How is possible that you can hire people you liked so much in the interview, but they failed to deliver the outcomes you desired? 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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Business Insider Uber CEO Says Doing Interviews Isn't The Best Way To Hire Business Insider That counters Amazon's hiring approach, which requires potential hires to interview with a series of people it calls "bar-raisers" to ensure cultural fit...
Barry Deutsch's insight:
More companies are abandoning the stupid and irrelevant brain teaser or closet psychologist type interviews and adding elements to their interview process that get at really understanding people and their capabilities. The CEO of Uber says: "Interviews can be a difficult way to figure out how someone actually works day to day, something confirmed by Google's extensive research and eventual abandonment of its notorious brainteaser interview questions." This article mentions the idea of creating simulations in interviews. We could add homework assignments, practical projects, demonstration of work stills, role-playing, and situational examples. Even if you move away from asking the cute brain teaser questions, sitting across a desk and asking the 20 standard, stupid, innane, canned interview questions you were asked 15 years ago when you got hired is still a USELESS exercise to predict future success. When are you going to transform your interview process into a more effective tool for assessing and evaluating potential 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
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When Job Descriptions Lie: The Real Demands of Every Position
Barry Deutsch's insight:
Using traditional job descriptions listing what you want people to have when the show up for work their first day is worthless. It doesn't define success, it doesn't describe what the real job is, and it is an inadequate tool for predicting and managing future performance. A better approach is a success-based definition of work - we call this a Success Factor Snapshot in our Success Factor Methodology for Hiring. The Snapshot is a precise definition of what must be accomplished in the role at what quantifiable standard of performance. How badly does your job description tell lies about the 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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MSPmentor (blog)
Barry Deutsch's insight:
The author of this article offered a number of good tips about hiring sales professionals - however one stood clearly head and shoulders above the others: "Be sure to get verification on everything they tell you. Ask them for the contact information for their last supervisor so you can confirm the 140 percent of quota numbers. Also if they said they made $120,000 last year, ask to see their W-2 for verification. If he’s telling the truth, he’ll have no problem providing proof to back everything up." One of the key problems with interviewing is that most hiring managers (especially sales managers) FAIL to probe deeply for confirming information to validate, verify, and vet all candidate claims. Most hiring managers accept superficial, ambiguous, and generic information and are not willing to invest the time to lock down every detail. This is where you tend to hire only partially competent candidates who can't deliver the results - shame on you - you probably could have caught it with a little more rigor up-front in the interview process. What's your plan this coming year to be more disciplined when it comes to interviewing - especially sales candidates? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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10 Interview Errors that Can Scare off Top Talent (Part 1) #hiring #HR #HCM http://t.co/MGWUiedgQQ
Barry Deutsch's insight:
One of my biggest pet peeves that drives me nuts is hiring managers asking stupid and irrelevant inteview questions in an attempt to make themselves appear smart. The author makes the following comment about Asking irrelevant brainteaser questions “How many ping pong balls can you fit in a 747 airplane?” Google has recently denounced and stopped using its brainteaser questions after its own internal studies showed they were a complete waste of time, they don’t predict anything and just serve to make the interviewer feel smart. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/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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Bleacher Report
Barry Deutsch's insight:
This is the rumored reason for D'Antoni to be hired because he had a relationship with one of the superstars. Is it really true - or guesswork/opinion? Do we really understand the rationale of the hiring decision? What was the hirng process? How precisely defined was the performance criteria? Who had a say in the process? How deeply did the Lakers fish for the best coach vs taking whoever was available on their doorstep? What was the interview process like? My perception of watching top sports teams in the pros and college make hiring decisions is that they appear to make as many mistakes for the same reasons as corporations. Team success could be dramatically improved by bringing a higher rigor to the process of finding and hiring coaching talent than gut feels, relationships, and other irrational justifications. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/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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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
Join the Discussion With Me On Google Plus