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While a recent survey showed there were fewer Houston companies set to hire in the... 
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This article is by Sara Canaday, a career strategist and corporate speaker and author of You—According to Them: Uncovering the Blind Spots That Impact Your Reputation and Your Career.
Barry Deutsch's insight:
Interesting idea about looking at intangibles. The problem is not as much about the need to look for these character and behavioral traits in leaders, but rather how to do it. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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It is interesting when within the rhythm of the daily hubbub of meetings and appointments; a trend sidles into a pattern and takes shape almost without detection. One example of a trend that has be...
Barry Deutsch's insight:
I'm not sure I would use the concept of hiring managers lacking confidence in hiring. The real problem is that they lack knowledge and skills to do it properly. They base their hiring tactics and techniques on out-dated, ancient, tribal approaches that may have worked when Henry Ford was cranking out Model T's in the early 1900s, but don't work well in today's hiring environment. Picking from an ad response that was generated from posting a job description on a job board - and then asking the 20 standard, stupid, inane, and canned interview questions is one of the major factors that lead to a 50% failure rate in hiring as documented in most studies. I do agree with the comment that there is very little training, coaching, guidance given to hiring managers in how to do the MOST IMPORTANT part of their job - which is to build and sustain great teams. Is there a reason you're unwilling to train and develop your hiring managers and executives to be great at this fundamental element of their core job success? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Sales managers ultimately control turnover on their teams.
Barry Deutsch's insight:
Interesting perspective on the ECSell blog about sales managers and non-performance of their sales team members. I agree that most sales managers (let's expand that to most managers and executives) have no idea why their employees stay or leave (hint: it has NOTHING to do with money). Most managers and executives are terrible at hiring, coaching, and retaining top performers. If the top performer gets hired and stays for any decent period of time, it's probably more a function of luck and hope than consistent policies, methods, approaches, techniques, and tactics revolving around talent management. Here's me climbing up on my soapbox: Until managers and executives are explicitly held accountable through performance reviews and bonuses for the quality of their hiring, coaching, and retention - these items will always take a backseat to the items which are linked to the achievement of bonuses. It's the primary reason companies give lip service to the idea that "our people are our greatest assets" -- yet their actions fall short of their lofty mission and values statements. When will your sales managers (all managers and executives) start taking personal accountability for their hiring and team member failures? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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If you haven’t disclosed the details of a drinking binge, blasted music from your cubicle, or taken a mid-meeting nap at work recently, then you’re in better shape than many of the employees at a Fortune 500 healthcare company, where...
Barry Deutsch's insight:
Come on - is this really a viable article. Are the comical statements by some new employees who are younger really reflective of millennials or is it more a function of individual stupidity? The article appears to extrapolate a few comments by younger and newer employees to general trends of millennial errors in workplace attitudes and behaviors. Are we going overboard extrapolating some of these comments by younger people in their first jobs - is it really different than any other generation? Come on - be serious - who really says "do I have to show up for work everyday". To me that's not a millennial issue - it's a stupidity issue and a hiring mistake. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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By Jack and Suzy WelchHow fast should you move when you sense you've made a hiring mistake? In a word, very. So fast, in fact, that if you're moving at the right speed in taking care of a hiring
Barry Deutsch's insight:
Jack Welch indicates in his article that:
Regardless of what percentage you accept as reasonable, hiring mistakes and errors abound. Jack Welch infers that most managers and executives don't move fast enough when a mistake occurs. There are a wide variety of reasons this happens - some are cultural and some are deep rooted personality issues. Until managers and executives are held accountable for the hires and teams they build, there will never be signficant consequences to making hiring mistakes. It will always be an issue of taking too long to make a change. Teams suffer, profits decline, customers go elsewhere. How long will you continue to let this happen in your business? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Barry Deutsch's insight:
In an interesting article published by Michael Ferranti, he indicated: "The wrong people always drain the right people, because the right people care and can’t let it go when everyone isn’t pulling their weight. Interventions (that’s a polite way of saying “firings”) are sometimes necessary to remove the wrong people, but in hiring like in health, an ounce of prevention is worth a pound of cure. So how do you create strong teams through hiring?"
Do you have folks in your organization that repel your best employees? Is it time for a check-up in this area? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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John Michel's curator insight,
June 6, 2013 3:35 PM
There are a lot of things you can’t control as you build a great company – the macroeconomy, government regulation and intervention, competitive pressures. But hiring isn’t one of them. By keeping the deck stacked against hiring mediocre employees and conducting tough interviews with an eye towards hiring the best people – and not just filling seats – your startup can succeed, where so many others have failed. The success you create is a direct result of the team you build. So build a great team. The rest will come in time.
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Marissa Mayer, Arianna Huffington and Mark Zuckerberg are playing a bigger role in recruiting and interviewing potential hires.
Barry Deutsch's insight:
You don't have to be a celebrity CEO to recognize the importance of conveying your hiring standards to the organization. One of my pet peeves is that most CEOs and Senior Executives don't take an active role in the recruiting process. They delegate it to search firms and HR, abdicating the responsiblity for hiring the right team members. I'm not suggesting that recruiters and HR don't have an important role to play in the hiring process - rather I'm suggesting it's time for CEOs and Senior Execs to wear the mantle of Chief Recruiting Officer and get actively involved in making sure they are hiring great talent. The most successful companies I've had the pleasure of working with over the last 30 years - the CEO carried the role of CRO and set the standard by which hires would occur. Sometimes, it may have appeared like micro-managing (similar to the complaints Marissa Meyer has been accused of in the press and by her subordinates). However, these CEOs have transformed their organizations from average and mediocre performance to exceptional industry performance and great places to work. Are you willing to pick up the mantle of being the Chief Recruiting Officer for your company? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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(NAPSI)—Here’s a smart way for entrepreneurs to be successful—and save time and money: Learn from the mistakes of others.
Barry Deutsch's insight:
Good recommendations by Burton in this article about recruiting, managing, and retaining top talent. Number 1 on my list - Not Managing Performance. Do you know why most companies have no rigorous process for defining, predicting, and managing performance? It's too much work is the usual refrain I hear in presenting to over 30,000 CEOs and Executives in our workshops, seminars, CEO forums in the last 2 decades. Come on - really? Too much work? Let's instead be happy with average and mediocre results. Let's be happy with productivity in the bottom quartertile for our industry. Let's accept that we can't compete, can't find good people, and can't keep them. Let's just give up hope that our workforce is capable of more - since we have no desire to invest the time and energy to improve it! Too much effort and work - how lazy can we be? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Whether you are looking for a new career opportunity or a manager hiring a new employee you must answer one of the toughest talent questions there is: What is most important — natural skills or experience?
Barry Deutsch's insight:
I'm not sure why hiring managers get hung up on this issue of skills OR experience. It's not an either/OR issue! The best performers have a proven ability to apply their skills and knowledge in a comparable work environment with comparable expectations of performance. If too much emphasis is placed on skills they possess and their prior work experience, then you'll underhire candidates who can perform the job today - but can't grow as the company/role expands. If focus too much on their potential of personal growth, then you might hire very bright individuals - but they will not/can't do the basic block and tackle elements of the job. Hiring a great candidate is a balance betwee both of these - it's not a one or the other decision. The key is to understand in clear, precise, specific language what the candidate needs to do in the job and the application of the specific skill to accomplish it. Traditional job descriptions, listing a bunch of things you want the person to have when they arrive on day one is a terrible, worthless, and useless document to manage and predict future performance. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Job candidates are often referred to as active or passive – either looking or not looking for a job. Seventy-nine percent of professionals around the world
Barry Deutsch's insight:
Cara writes a good blog article on the difference between passive and active candidates. The primary methods companies use to attract people to their organization focuses on active candidates. This group is perhaps 10-15% of the overall job market for your role.Approxoimately another 40% are passive - they are talking to friends about leaving their current company, they are going onto job boards, they are entertaining discussions with recruiters. However, they are not aggressive about their job search. They don't need to leave their company. They don't need your job. They will only raise their hand for a compelling opportunity. The problem is that posting job descriptions on job boards - allowing them to masquerade as effective compelling ads - and then waiting for great potential employees to fall into your lap - is a MAJOR FAIL. If you want to hire average, mediocre, minimally qualified candidates who represent the "cream of the crap" - just keep posting your job descriptions. The funny thing is that this approach has become so common - it's almost tribal. Most HR professionals and HR managers don't blink when cutting and pasting their boring, mundane, non-compelling job description into the little boxes on job boards. Let's acknowledge that most top performers couldn't give a darn what you want as an employer. They want to know WIIFM - what will I learn, what impact will I have, what will I become for having been in this role for a period of time. If you want to build a workforce of average and mediocre employees, keep doing the tribal hiring thing that extends back to the days of Henry Ford hiring production workers to bang out Model-Ts. If you want to start improving the quality of people in the top of your sourcing funnel - start applying a few simple best practices. What's the risk to improving your hiring and recruiting process? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Professional hiring managers may as well be interviewing piles of dog poop with neckties.
Barry Deutsch's insight:
A college student expresses his frustration of the failure of the interview process to understand what he could bring to the table. Almost every single insight was spot on. This was just for low-risk internship position. Imagine what happens when the same tactics are used for mission critical roles that either move the company forward or take it backwards? In my executive search practice, I sit in on the interviews my clients conduct. I'm sad to report that I'm embarrassed, appalled, and flabbergasted by the horrific approach to interviewing most hiring managers take. Here are some of the big mistakes: Measuring the candidate on their interviewing skills not on the job capability Not understanding what results, outcomes, deliverables are needed Asking the 20 standard, stupid, inane, canned interview questions No correlation to the interview questions with the work to be accomplished Hiring managers allowing their bias and emotions to dictate hiring decisions Being ill-prepared to conduct the interview This is just a small sample of the "bad" things that go on in the interview process. Until hiring managers start learning how to conduct effective interviews, candidates will continue to be hired based on their interviewing skills, rapport, and chemistry - and as a result accuracy in hiring will never rise about the 50% mark. Here's something to think about: How can hiring managers succeed when one of the most important aspects of their job is only accurate 50% of the time? How can these hiring managers keep their jobs? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Remember your first loan? You were excited and apprehensive: Excited because now you had the cash to invest, apprehensive because you had just taken on a debt you would have to repay.But that was
Barry Deutsch's insight:
Dharmesh from Hubspot raises some excellent points about hiring risks in his blog article. He talks about hiring managers making foolish risks because they are either desperate or lazy. I'll contend the number one reason most hiring managers make mistakes or take risks in the hiring process is that they have no clue what they're doing! Most of the time, companies invest ZERO effort in training, coaching, guiding, and developing managers and executives to make good hiring decisions. The process is flawed and set up for failure given the emotional and biased approach most hiring managers take in the interview process. Errors and mistakes are commonplace and repeated over and over. He cites a study that showed 89% of hires fail due to attitude/behavioral issues - I think that's wrong and would challenge any study that came to that conclusion. We've observed, listened to, tracked, done formal research over 30 years with 1000 executive searches and interviews with over 250,000 candidates - the result - the vast majority fail to achieve their expected outcomes, deliverables, performance, results, metrics, or standards within the first year of employment. Most of the research in the field of interviewing indicates hiring accuracy is roughly a 50/50 proposition - like flipping a coin. It's actually worse! Over 30,000 CEOs and senior executives in our hiring workshops, seminars, and presentations have told us that if they were batting 50%, they feel they would be doing a great job. Most readily admit their accuracy on hiring people who hit or exceed their expectations is closer to 25-33 percent. Now I've gone and depressed you. The good news is that their is HOPE. You can improve hiring accuracy through training, rigor, process, and discipline. When are you going to sit down and brutally confront reality about your score in hiring great employees and solid performers? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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As hiring picks up, discovering and nurturing talent is ever more crucial.
Barry Deutsch's insight:
There are some very good ideas in this article on hiring young stars. Our experience has been that the number one issue in hiring is providing a clear and precise definition of the expectations of performance. Young professionals want to know what you expect of their performance now, 30 days from, and a year from now. They want to see the path that when they achieve your desired expecations, what precisely will that mean for their learning, impact, and what they are becoming in your organization. A lot of these simple ideas tie directly back to Maslow. Very basic ideas around self-actualization. Unfortunately, most companies haven't thought this through very carefully and in the interview process it comes off at a superficial, ambiguous, generic level that turns off many young potential superstars. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Barry Deutsch's insight:
I like Heather's comment about: "spend some time asking questions that reflect your company values. Determine if the candidate’s values align with yours." One of the biggest mistakes in hiring is that hiring managers and executives DO NOT effectively convey their company culture to candidates - resulting in candidates taking jobs and being unhappy with the company culture - either because it was never fully defined/described or at worst - blatantly misrepresented. In addition, very few hiring managers and executives adequately compare their company culture/values with the environments the candidate is coming from. Success in one environment/culture doesn't necessarily translate into success in your unique environment/culture. We call this adaptability in our hiring methodology. Do you effectively measure adaptability when you're interviewing cadidates? Are you getting at real culture and value fit - or are you extrapolating your bias, emotions, and observations based on the interviewing skills of the candidate? Sidenote: This is an enormous hot button from me. I try very hard not to be a "troll" and complain about the comments other bloggers make. But sometimes I just cannot help myself - Please DO NOT ask quirky questions about Harry Potter, favorite authors, TV shows, and superhero role models. In her blog post, Heather (by the way I have tremendous respect for Heather as one of the most informed and valuable sources on the internet for job search and hiring) suggests: "You can even ask a few quirky questions like, “If you could use one spell from the Harry Potter series, what would it be and why?” These cute and quirky questions have NOTHING to do with measuring and predicting performance and fit. I know the book stores are full of books on hiring filled with these quirky questions. I've bought many of them. They are a waste of time that are fillers when you don't know how to conduct an effective interview. STOP THE INSANITY of asking cute, silly, quirky interview questions. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Six in ten employees have found aspects of a new job differed from the expectations that they acquired during the interview process, according to new research.
Barry Deutsch's insight:
In my workshops and seminars for executives and managers titled "You're NOT the Person I Hired", I share anectodal information collected over 1000 executive search assignments and with interviews of over 250,000 in 30 years between myself and my partners: Candidates frequently take jobs for which they quickly discover the job description and interview is NOT reflective of reality. This is such a deep issue in hiring mistakes and employee satisfaction, that we wrote a second book after "You're NOT the Person I Hired" which was aimed at executives and managers. The second book is titled "This is NOT the Position I Accepted". Historically, I've always felt the average number of employees with a misunderstanding of job expectations was roughly around the same number of hiring manager who make mistakes - 50%. I feel validated that Harris Interactive found the number to be slightly higher at 60%. Why does this mismatch, misunderstanding, and misrepresentation of the real job, culture, and work expectations happen so often? 1. Performance expectations are not defined clearly and precisely before interviewing. The traditional job description is worthless from a perspective of predicting future performance in the interview. 2. Hiring Manager DO NOT discuss the performance expectations for the job (since they didn't define up-front it makes it hard to discuss it in the interview). 3, Candidates accept jobs based on believing the job description is the real job since this was 90 percent or more of the interview questions. The job description doesn't describe expectations and the real job - it's a worthless artificial regulatory, and compliance oriented document. At best it's a people description - not a job description. At worst - it's a misrepresentation of the role. 4. Hiring Managers are not trained, coached, and taught how to conduct an effective interview and discuss performance expectations. As a result, they use the tribal 20 standard, stupid, inane, canned interview questions. They make mistakes 50% of the time themselves in evaluating candidates and lead candidates to make mistakes 50% of time in accepting their job. If this scenario sounds depressing, revolting, and dysfunctional - it's the reality of how interviewing occurs in most companies, and why so many companies are stuck in a tribal paradigm (I learned how to do this from my boss, who learned from their boss, who learned it from... -- you get the picture). When will you break this tribal paradigm of average and medicore hiring results? When will you conduct a fierce confrontation of reality and a check-up on your hiring process? The only alternative is to adopt the Ben Franklin method of "let's keep doing the same thing over and over - hoping for different results." Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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As employers increasingly use internal referrals to find new hires, the odds narrow for unconnected job seekers, especially among the long-term unemployed.
Barry Deutsch's insight:
Internal Employee Referrals is the correct answer. In my workshops on "You're NOT the Person I Hired", I challenge the participants that they should be making hires 50% of the time from employee referrals. If your metric is lower, perhaps it's time to amp up your program for obtaining employee referrals - and it has nothing do with your incentives to pay employees if someone gets hired. What's the number one reason why you're languishing around the 10-15% mark instead of at 50%? You don't ask! Your employees have no clue you're seeking this person - other than the old-school approach of taking a thumb tack and putting the job description up no the cork board by the break room. Do you seriously still think that approach from the 1970s is effective today? Why are you still doing it then? Oh - you're doing it because the person who held your job before you did it - and the person who held the job before that did it. KILL the tribal approach to hiring that just doesn't work anymore. Set a goal of 50% of all hires are going to come from employee referrals and then create a vibrant and creative program around moving toward that 50% goal. What's your plan? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Barry Deutsch's insight:
Dan Hudson talks about some of the mistakes he has made in the past when it comes to building a strong sales team. His comments, ideas, and recommendations are simply common best practices for making great hires. If they are such common hiring mistakes and best practices, why then do most managers and executives ignore them? In our research, workshops, books, and other published materials we talk about the Top Ten Mistakes Most CEOs and Senior Executives make in hiring. Dan mentions that the reason behind many of these mistakes is that companies don't do enough "due diligence." I'll change the phrase - instead of "due diligence", I'll contend most managers and executives are unwilling to invest the time to effectively hire. They give it lip service. I could break down the top 10 hiring mistakes into 3 broad "TIME" categories that drive the majority of all hiring mistakes and errors.
When are you going to fix these 3 major causes of hiring failure? What's your written plan to raise hiring accuracy from your historical 50% batting average up into the 80-90% range? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Leadership functions to maximize your organization’s efficiency and achieve long term business goals. According to a team of researchers led by psychologist Kurt Lewin there are three specific leadership styles that are present in...
Barry Deutsch's insight:
Jessica Miller-Merrell in her recent blog post talks about key factors to measure real leaders. I might be a little biased, but I think concur with her in that recruiting top talent is one of the most important elements of leadership - the ability to find and attract great team members. She says: "In order to sustain development and intellectual property it’s important for a leader to be a great recruiter. Being able to source top talent is extremely important for any organization that wants to be seen as a leader." Unfortunately most companies give "lip service" to this idea. Most recruiting gets delegated to HR. It becomes a necessary evil to invest time to fill critical roles. Until leadership is held accountable for finding, attracting, hiring, and retaining outstanding talent - the hiring process will always be regarded as a backroom process instead of on the front end of the business. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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The job market is flooded with brilliant, high-performing new grads.
Barry Deutsch's insight:
From Furniture World - a review of Bruce Piasecki's new book on Teams. I liked many of the ideas he raised in this article to make sure you're hiring people who play nice in teams. The problem with observing people and then extrapolating those examples is that frequently you fall victim to first impressions, acting skills, and people putting their best foot foward. Zero of my clients believe that the "persona" exhibited in the interview is reflective of what someone will be like when they show up for work - especially in their first major work experience. Use a healthy dose of validating past work in teams in internships, school projects, organizations, sports, and other team environments. Don't just rely on interview observations as this article might lead you toward. Most interviewing mistakes occur because of misunderstanding true style and behavior from artifical interview questions. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Most startups are in a big bind when it comes to hiring. They don’t have enough money to lure top talent through salaries. Yet without that talent, entrepreneurs will be hard-pressed to develop...
Barry Deutsch's insight:
Most top talent candidates couldn't give a darn what you want as an employer - they've got a great job, fair compensation, and they don't need your job. One of the best methods to move top talent to your organization is to show them a more compelling challenge than the one they are facing right now in their current employer. Peter talks about this idea in his blog post in the context of recruiting candidates on a budget - the reality is that it pertains to all top talent - regardless of company maturity or size. It's the basic Maslow concept that in self-actualization (which all top talent desperately craves) you want big challenges to be stimulated to your capacity. You want to be pushed, you want to grow, you want to expand your knowledge, skills, and capability at an astronomical pace. That comes with intellectual challenges. Do you aggressively present tough challenges in the interview for critical roles? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Offbeat hiring practices that get past canned answers.
Barry Deutsch's insight:
Uggghhh! Why do companies insist on gimmicks, closet psychology, and stupid approaches to attracting and interviewing candidates. If you busines is unusual - like hiring comedians for SW airlines - I get it. However, the vast majority of companies are not looking for people who excel at making pbj sandwiches. Stop the insanity and start focusing on how to actually measure past performance, predict future job performance, and measure fit beyond a gut feeling. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Scoop.it!
Can you identify a great sales person from a whole pack of applicants? New research shows that an outgoing personality isn't the single measure of success.
Barry Deutsch's insight:
I'm not sure I would agree that persistence is the number one trait of sales success. I think there are a number of traits that make up a successful sales professional - and those traits may differ by size of transaction, level of customer, sales cycle. Let's start by accepting that hiring great sales professionals and sales management could be one of the greatest challenges in hiring that CEOs and executives face in their companies. I do agree that persistence is an important trait. We would want to define exactly what persistence means in the context of your sales process. How does persistence compare to traits like initiatve, mental toughness, proactivity, and so on. My experience with sales professionals - even those who are in consulting, coaching, speaking, and trusted advisor work - is that they accept NO and disappear with their tail between their legs like a reprimanded puppy. For example, in my executive search practice, when candidates reject job offers (rare of course since I'm doing the search), or clients reject candidates, the real fun doesn't start until NO. Up to that point every YES response is easy - a no-brainer - one that required no effort. It's how we respond to the NOs that difference truly exceptional sales professionals and those just playing at it. So, I do agree with the author about the issue of persistence. But we shouldn't allow that to become THE overriding issue in light of all the other success/failure attributes. How do you measure top-notch sales professionals? What's your track record in hiring sales professionals who hit their first year targets? Is it more than 50% - less than 25%? Maybe it's time to give your sales hiring process a check-up? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Scoop.it!
Barry Deutsch's insight:
Your small business can not only compete, but far exceed the capability of the giants in your industry for great talent. My experience of working in the executive search arena with entrepreneurial, small business, and emerging companies over the last 30 years is that you've got a great compelling story to attract outstanding talent. Unfortunately, you're stuck in a Henry Ford/Model T approach of posting job descriptions and allowing them to masquerade as job ads - hoping to attract great talent. You sick back waiting for the flood of outstanding only to be disappointed with everyone else's rejects, retreads, dysfunctional, toxic, non-performers who apply. You basically get everyone desperate for a paycheck - the cream of the crap. Two simple solutions to start bring outstanding talent to the table: 1. Write Marketing Oriented Ads - we call this a Compelling Marketing Statement. Stop allowing your job descriptions to masquerade as ads. 2. Go to where your candidates hang out. You want to photograph big game animals - you're going to have to go on safari - the tv and zoo just will not cut it. Stop waiting for candidates to fall into your lap from ineffective ads. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Scoop.it!
Barry Deutsch's insight:
Bud lays out a few good ideas in this article on hiring best practices but misses some key components. Here's the 5 best practice elements we've seen thousands of companies implement to raise hiring accuracy from what is a very common level of 50% accuracy - well into the 80-90% range. Define success - the traditional job description does a good job of helping you hire average, mediocre, and minimally qualified employees. Be compelling in advertising - stop allowing your job description to masquerade as a job ad. Fish in deep waters for the best candidates instead of waiting for them to land at your doorstep through job board advertising. Go to where they hang out. Use a rigorous, structured success-based approach to interviewing that at it's core focuses on your definition of success. Make sure everyone is well trained in how to conduct an effective interview. Use a structured scoring tool to assess candidate responses. Compare these candidate-to-candidate, and hiring manager-to-hiring manager. Force everyone to justify their scores with precise quantifiable examples from the candidate. Stop accepting superficial, ambiguous, generic, platitudes in feedback about candidates. Use a wide variety of external assessment, tools, and techniques to get the truth from candidates, and to minimize your bias and emotions. Use deep and intrusive references, background checks, homework assignments, skill testing, and personality profiling. The interview is flawed - get outside data to support/refute your observations. Those simple steps will allow you to raise hiring accuracy beyond your imagination. Imagine from this point forward, every person hired in your organization - the hiring manager has an 80-90% confidence level they will achieve the expected outcomes and do it with a set of behaviors and style that is consistent with your company values and culture. Would that make a difference in your company? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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The quote in this article about trying to use money as the leveage to get top talent to come or stay at your company is "on they money" (please excuse the pun - I couldn't help myself).
“They’re not focusing enough on the things that will keep (the top staff members) there long term,” McGlaun said. Rather, show potential employees a career path — they want to know there’s room to grow in the company. Many candidates will settle for a smaller salary when there’s a plan in place, she said.
Top Talent wants to know what you expect and how you;re going to measure it. Once they hit your expectations, what happens? You MUST be able to clearly and precisely describe these expecations of performance in the interview and the increased job responsiblities that will flow from hitting your goals, outcomes, deliverables, and expectations.
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?
http://www.impacthiringsolutions.com/hiring-managers/hiring-products/our-award-winning-book/a-digital-ebook-version
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