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Skills and experience aren't necessarily the most important assets to look for in a job applicant. Instead, try putting their imagination to the test with this simple question. 
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It takes two to tango, but only one to tangle things up. Here’s my list of the top 10 mistakes hiring managers make during the candidate courtship: Damaged goods?
Barry Deutsch's insight:
Nicole Cox lists some of the most common mistakes hiring managers make when recruiting candidates. I'll focus in on one of her top ten: Not thinking about what's in it for them. Most top caliber candidates couldn't give a darn about what you want as a company or manager - they want to know what will I learn in this role, what impact will I have, and what will I become if I am in the role for 18-24 months? If you can't answer those questions in detail with examples and specifics - be prepared to be filling your team with average and mediocre candidates desperate for a paycheck. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Scott Span, MSOD's curator insight,
April 16, 2013 9:43 AM
Are you making mistakes? We would add, recruiting is not a one size fits all apporach: http://goo.gl/JXFFu
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Hubspot is a great example of the culture we’re trying to build at Lendio.
Barry Deutsch's insight:
One of the mistakes CEOs and senior executives frequently make in hiring is to get hung up on the "one thing" that makes a difference. There is no "one thing" or "most important thing". It's a series of small, block-and-tackle, basic, fundamental elements that make a difference. Here are some elements that make the difference between being able to hire the best and hire the worst - in NO particular order: An acceptable culture (doesn't have to be the best place on earth to work - just better than the last place I worked A boss that is a good manager/leader. Everyone has had weak-crazy bosses Outstanding definition of expectations that convey top talent vs. we're just looking for a warm butt in a chair Great future opportunities in terms of learning, impact, growth, range of projects, chance to grow faster than I did in my last job in terms of accountability, responsibility, and learning. Salary - bottom of the list - but you still have to be within 10-15% of the market average for a comparable role - otherwise NONE of the more subtle issues listed above get considered. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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A recent study suggests you might need to toss out old notions of who's the best fit for the job.
Barry Deutsch's insight:
No one I've ever come across as a hiring manager or executive has ever returned to the reject pile to reconsider candidates unqualified for a job - maybe they initially thought about the idea when desperation set in, but quickly came back to reality. The other point the author raises about work experience doesn't matter is just plain silly. Of couse it matters. In 25 years, and tracking over 250,000 candidates, conducting deep research, and field testing, we've discovered that comparable accomplishments and comparable work environments do determine success or failure. The key is in understanding how to measure the differences between your expectations and their prior accomplishments/capability, and your environment vs. their prior cultures. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Ever heard of horror stories where the candidate is asked a totally unrelated question out of the blue at the interview table? "Why is a manhole cover round?" "Which part of the sandwich is the most important?
Barry Deutsch's insight:
There is NO place for oddball interview questions. None of these shed any insight on someone's intellect, performance ability, or behavior. I can't fathom why hiring managers would ask these - unless they are trying to be "cute". Most hiring managers are poorly trained in how to interview effectively, don't understand what performance they seek in a candidate, and fall victim to interview impressions vs. real performance capability. The minute the inteview resembles real work - accuracy soars. Asking stupid, canned, silly questions that have nothing to do with real work situations is just begging for a hiring mistake. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Is HR at Its Breaking Point?. Some companies are choosing to do away with traditional HR departments and divvy up the duties to other departments, but not everyone agrees that's such a good idea.
Barry Deutsch's insight:
Managers and Executives will NEVER take on the role of recruiting and retaining great employees until a significant portion of their pay is based on success in these areas. As long as the vast majority of companies continue to reward managers and executives for everything EXCEPT recruiting and retention - that's exactly what they will continue to do! A fundamental principle of compensation is that people will do what they are rewarded/compensated to do. When recruiting and retention are not included in the checklist fo determining year-end bonuses, then we'll continue to hear lip service given to the idea "our employees are our greatest assets". We'll continue to see HR take the lead role on recruiting and retention instead of where it belongs - with the managers and executives - until compensation/rewards reflect the most important elements of being a manager or executive! Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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From
www
Ask The Headhunter: The Talent Shortage Myth and Why HR Should Get Out of the Hiring Business
Barry Deutsch's insight:
Slightly controversial idea that HR should get out of the hiring business. I've always believed that hiring great talent is not an HR responsibility or accountability. It belongs with each individual hiring manager. We're stuck in this industrial revolution division of roles that puts hiring in the HR silo. It doesn't work anymore like it did when Henry Ford started cranking out cars. HR should be acting as a consultant and advisor to hiring managers in what best tactics to utilize and creative brainstorming - however, hiring great employees should be the number one task for every manager. What needs to change before that vision could be realized and we get beyond hr clerks who have no right to be interviewing for jobs they don't comprehend. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Human Resources | Ed Zhang and Huang Ying
Barry Deutsch's insight:
Interesting article in the China Daily about leadership and engaging with your top talent. Even countries that lower down the path of maturity on industrialization and "advanced" concepts of management, recognize the need to start managing differently - or results will suffer. I liked the author's quote: "The key is that the leaders are consistent and the rewards are fair. Building trust between managers and employees could be more useful than many of the "best practices" in fashionable management books. A trust-based employment relationship is nothing new..." The real issue is that managers and executives, whether they be in the US or in China, will not be fair, consistent, and work to ensure trust - UNTIL they are measured on this criteria and it affects their annual bonus/incentive. Most Managers and Executive will only do what they get compensated to do - and nothing more! Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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After years of working as a Software Engineer, I was ready to go back to my passion around teaching and facilitating. I applied for a “Training Specialist”
Barry Deutsch's insight:
First, I must disagree with the author who states: "Your resume is proof that you have the right degree, experiences, and that you CAN do the job"
The author went on to say: "But what matters the most in whatever we do is our personality, our attitude, and our ability to learnfrom our experiences" That's a silly comment since the vast majority of hiring managers and executives believe that over 100 percent of all candidates lie, embellish, and exaggerate in the interivew. Myth Number 2 is your interviewing personality is not your real on the job personality. Finally, the statement about what matters most is your personality and attitude - not true! I'll suggest that your personality, style, attitude, and behaviors are important - but not the false presentation of it that gets presented in an interview. Major Myth and Failure Point Number 3. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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As a recruiter, I speak so often to candidates about the importance of being clear about their personal brand statement. It is critical to know your strengths, the sweet spot of your skill …
Barry Deutsch's insight:
Joyce Bethoney raises a few key points about hiring in her latest blog post. Problem number 1 is the issue of defining the role. Most hiring managers give the people sourcing the candidate a brain dump of the traditional job description - which is a worthless tool as it is normally defined for finding, managing, and predicting success. One of the key problems in finding candidates is frequently the party looking for the candidate is using a different criteria than the hiring manager. Problem number 2 is what she termed the never ending interview process. Most of my clients don't take 3 months to hire once they have a "winner" in the process. The process typically drags on when doubt about the candidate exists. You should have a process that gets completed quickly, but does not sacrifice appropriate due diligence. Finally, her problem number 3 is the one I take exception to about taking a risk with a candidate. You should never ever take a risk or go with your gut. Quantify everything, validate-verify-vet every claim. Never hire a candidate who cannot achieve the core elements of your job expectations. You can sacrifice some of the "nice to haves" if they can deliver on the core elements of the job (unfortunately this requires the hiring manager to define expectations and prioritize which ones are game breakers and which ones are nice-to-haves). Key point - You should NEVER have to take a risk in hiring. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Human Resource Executive Online
Barry Deutsch's insight:
The article is spot on about hiring mistakes by hiring managers and job acceptance mistakes by candidates. The article focuses on two elements of these errors - one the author got right and the other the other missed. First, the author suggests that hiring managers may occassionally hire candidates who are less than desirable - DUH! There are a wide variety of reasons for this common problem - we documented these a few years ago in our research project titled "The Top Ten Mistakes CEOs and Executives Make in Hiring" and expanded upon that study in our book "You're NOT the Person I Hired." The author cites a study that shows 14% of HR professionals having "buyer's remorse" about candidates hired. I'l suggest that after surveying over 30,000 CEOs and Senior Executives in our hiring workshops over the past 25 years, most Executives have "buyer's remorse" on at least 50% of hires within the first year - candidates who cannot perform at expected levels. The other issue is on the candidate side - candidates who take the wrong job and realize it after the fact. That's a real strong case of buyer's remorse. Here's how it happens and it doesn't have anything to do with an expanding job market and more opportunities as the author claims: Many candidates accept positions based on a traditional interview of the hiring manager box checking the job description. This is not the real job. In fact, it's not even a description of work most of the time it's more of a people description. However, candidates take jobs thinking that's the real job. At some point after hiring, 30-90 days, the hiring manager shares his/her expectations of performance with the candidate - who suddenly realizes those expectations were never discussed in the original interview. It's not the job they thought they took! At this point, they realize that they either don't want to do that work OR they can't achieve the desired expectations. They then muddle through until a better opportunity appears in another company. We documented these problems in our Job Search Book titled "This is NOT the Position I Accepted". When you layer 50% hiring failure by hiring managers alongside 50% candidates taking the wrong job - is it wonder that performance and success metrics within the first year is so bad? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Voodoo Hiring: What Not to Do Taken from “Who: The A Method for Hiring” by Geoff Smart & Randy Street The Art Critic: A good art critic can make an accurate appraisal based on gut instinct wit...
Barry Deutsch's insight:
I wouldn't call these tags mistakes in hiring, as much as I would call it humor. A lot of them have to do with personal style. The one I do object to is the last one about not being able to predict future performance by asking "How would you do this?" You're attempting to find out if they can take their skills, experiences, prior accomplishments and APPLY them to get the outcomes, results, and deliverables you desire. This is a critical element of the interview that the author of this blog article missed badly. Just because someone shows up at your doorstep having achieved similar results in another company, and just because you can check off all the boxes on the traditional job description, IT IS MISLEADING - it doesn't not lead you to understand whether the candidate can deliver your expectations in your unique culture and environment - which might be radically different from the environments they've worked in before.
Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Are the CEO and the VP of Sales the best at unearthing and retaining top-notch sales talent?
Barry Deutsch's insight:
Over the last 25 years, I've been sharing with Vistage and TEC members in my workshop "You're NOT the Person I Hired, that success in hiring is at best a 50/50 proposition for most senior executives given the typical hiring process. Here's another report validating hiring failure OR lack of success around sales hiring, which for most Vistage and TEC Companies, are the most difficult hires to make. If you look at the statistics reported on this blog post (not sure where the underlying research/data comes from), the hairs on the back of your neck should be standing straight up if you're currently trying to hire additional sales professionals. Here's the comment: Industry averages suggest that incoming reps deliver below 50% of their quota after 12 months. Less than 50% continue on for at least 24 months after being hired. What does that mean to you? Well, only half of newly hired reps meet their goals and then leave the company within two years. With those odds, you might have better luck blindfolding yourself, randomly grabbing a resume and then hire that person. It would be a lot cheaper too! Why do these mistakes occur? If you've read our book, downloaded our research on the Top Ten Hiring Mistakes, or followed us on YouTube, Itunes, or Slideshare, you'll know that key mistakes made over and over are preventing you from improving hiring accuracy - especially around sales hiring. At what point should you start to improve your hiring process to eliminate common mistakes and errors - should it be when you have to hire 2 or 20 people, or is when you want to grow your business by $300k per month or $7 million over the next two years?
Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Barry Deutsch's insight:
I would not go so far as to say that assigning projects are the new job interviews. However, I do think asking candidates to do a "project" is a critical component to the overall interview process. For example, if you're hiring a director of marketing, ask her to present to your executive team a 30-60-90 plan to start to solve the most pressing marketing issues. If you're hiring a machine tool operator - put them in front of the machine and ask them to complete a typical task they would do on the job. If you're hiring a plant preventive maintenance engineer, walk the factory floor stopping at each machine and getting their thoughts about downtime and prevention. If you're hiring a bookeeper, put them in front of a computer with raw information and ask them to produce a completed bank reconciliation. Test for everything that is critical for initial performance in the job. How much knowledge, capability, skill must they bring to the table - vs. what can be trained? Once you've determined the threshold level - test it for it from every angle. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Barry Deutsch's insight:
One of my favorite experts in the recruiting space is Dr. John Sullivan. In this blog post, he talks about overlooked areas in leveraging references to find great talent. I guess the first step would be collecting the names of those references - once you've got them - now you're off to the races. Anyone use these techniques in the past? Any success in finding and attracting a candidate based on these tactics? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Barry Deutsch's insight:
A good wake up call from HBR whether you are paying enough attention to your sales force. Notice that in 2 of the 3 examples cited, one of the big contributors to a more effective sales force was a better definition of success for top performing sales professionals. Is it any wonder why most companies have an underperforming sales force when there definition of success is the old, outdated, tribal, job description dating back to when Henry Ford started mass producing Model Ts. The traditional job description is a worthless, ineffective document that adds zero value in predicting and managing success. The traditional job description defines minimum, average, and mediocre performance. Let's DUMP the traditional job description for a better definition of success. You're probably aware of our hiring system, called the Success Factor Methodology, which we teach in our workshop, YOU'RE NOT THE PERSON I HIRED! A core element of this system is defining what is high performance or success for the top quartile of candidates vs. those in the middle of the bell shaped curve. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Editor’s note: Ben Horowitz is co-founder and partner of Andreessen Horowitz.
Barry Deutsch's insight:
It's funny how every person you speak with has their own perspective on what it means to be successful in hiring based on their own personal experiences. Sometimes, these translate from company to company and sometimes they don't. The batting average for most executives in hiring is around 50%. In sales hiring it's worse - probably in the 25-33% range. Most approaches to hiring sales professionals stem from downright silly to lacking any scientific or validated methodology. We've been studing success for over 30 years and have developed a structured methdology that works regardless of the level of position, type of position, or type of organization. This approach has been tested against thousands of companies and roles around the world - with companies raising hiring accuracy well into the 80-90% range through the discipline of simple best practices. The most important best practice is defining expectations of performance, and then examining the candidate's history for similar, like, or comparable accomplishments. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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A great way to attract qualified talent to your site is through recruitment videos. Not sure what you should include, take a look at 7 videos
Barry Deutsch's insight:
One of my frequent recommendations to clients of our 8 point hiring process check-up projects is to develop a recruitment video for the candidate section of their website. Here's a variety of examples of recruitment videos some companies have created to attract great employees? Is developing a recruitment video on your agenda? Have you considered a check-up on your hiring process - or are you still stuck in an ineffective 1970s mode of trying to fill jobs? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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When it comes to next-gen recruitment methods, social media's importance cannot be understated as it continues to take an increasingly mainstream role in recruitment strategies adopted by best-in-class companies.
Barry Deutsch's insight:
Some good ideas by Sajjad Masud on using social media to recruit and how it can strengthen your company brand - also known previously as employer branding. What's interesting to me is the idea of employer branding has been kicked around for over 10 years - yet very few companies have bothered to cross the threshold of getting their compelling story in front of candidates. Most employers appear to be stuck in the "recruiting timewarp", still relying on techniques that were effective in the 1970s, such as listing open jobs on their career page and considering that social media engagement, or posting a traditional job description on LinkedIn's Job Board - allowing it to masquerade as a compelling advertisement on social media. So many opportunities to inexpensively and effectively make your company and roles compelling for potentially great employees through leveraging social media -- and yet so few companies even making a half-heartened attempt at moving beyond traditional job board advertising? What's your plan to take advantage of the changes in recruiting that social media has enabled? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Deloitte just released its Human Capital Trends 2013, a year-long research effort which looks at talent and leadership trends around the world. The research explains why talent and leadership gaps have become the top business challenge this year.
Barry Deutsch's insight:
The vast majority of HR executives and managers I encounter are stuck in a timewarp of the 1970s using methods and tactics to recruit and retain top talent that NO LONGER works effectively. A few companies, particularly those in high tech spaces around the Silicon Valley have become quite progressive in their tactics of how the recruit and retain. I'll contend in those environments the issue was suvival based - win at the talent war or perish. Most companies don't face such drastic issues on their workforce. Unfortunately, continuing to treat your workforce - both the acquisition and the retention of talent - like it's 1970 - will ultimately take it's tool on your lack of innovation, competitiveness, and profit. As an HR leader, when will you stop doing things as simple as letting job descriptions masquerade as advertisements? That's just one of hundreds of small everyday changes that could have a dramatic impact on your ability to recruit and retain great employees. I liked the metaphor in this article about thinking like an economist. Nothing new here - just a different way of looking at the supply/demand of talent. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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It is merely a tool in a larger arsenal of implements and methodologies that supports best hiring practices. An HR department that is truly motivated to achieve improved hiring will incorporate social media into a more ...
Barry Deutsch's insight:
Interesting perspective on using social media to recruit. The author suggests releasing the reins of tight control over the use of social media for HR. First problem is that most HR professionals, including recruiters, have no idea how to use social media to recruit passive candidates. Posting job descriptions on LinkedIn is not using social media. First step is massive training for HR. Second problem is that recruiting is NOT solely an HR function. It should be a mutual effort between the hiring manager and the HR/recruiting function. The issue here is that we need to first teach hiring managers who to network and recruit before leaping to using social media. The greatest short term ROI for social media use in most companies is finding great talent. The longer term value will be to sales in the area of lead generation and lead nurturing. I get ahead of myself - let's first master recruiting and show some real benefits of social media. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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From
www
When you're hiring salespeople, you're hiring the future of your company. Here are qualities young start-up founders say they look for in new sales hires.
Barry Deutsch's insight:
These are very common traits in selecting top notch sales professionals. Validating - verifying - vetting these traits is an important part of the hiring process of making good sales hires. I would add my own trait to this group - I call it mental toughness. People who do what their peers are unwilling to do. When others reject them, deals fall apart, things don't go their way - do they blame others with excuses and explanations - or do they take personal responsibility to go above and beyond to fix it or make it happen. Most people would just give up and walk away to find another piece of low hanging fruit. The mentally tough ones relish the difficult deals and customers, are fight to the very end. There are only so many pieces of low hanging fruit - now they sales rep must really work to get and close business. As a former mentor once said to me "the real work doesn't start until they say NO". A good explanation of mental toughness is the recent book by Jay Bilas called "Toughness". He uses basketball to frame his version of mental toughness -but it's easily extended to the business world - especially something as competitive as sales. Perhaps, I'm a little biased in Jay's perspective since I also coach High School Girls Basketball. However, the last decade of coaching at the High School level has taught me a lot about the traits it takes to succeed in life - whether you're 13 years old or 45. In addition, to measuring these traits, one of the major mistakes sales managers make in hiring sales reps is to accept as the given truth whatever the sales person says - and the sales manager has a complete lack of probing, digging, validating, verifying, and vetting all the superficial, ambiguous, generic, 40,000 foot, philosophical responses. Then you wonder why you're superstar candidate cannot deliver on your expectations. You might say, tell me about an example of hunting big accounts. The candidate provides you with a great enthusiastic philosphical statement of hunting and you check off that box. Instead, get 2-3 examples of closing comparable big accounts. Probe into the details. Where did they get the lead, what was their role, who did the talk to, what problems did they encounter, how did they demonstrate initiative or creativity in getting the deal done. It takes at least 15 minutes to successfullly "peel the onion" on one specific example the candidate provides. Do you validate-verify-vet every example and claim the candidate makes - or do you accept as the given truth whatever the candidate tells you? By the way, our research shows that candidates (especially sales reps lie, embellish, and exaggerate 120-140% in the hiring process). How do you protect against lies,embellishment, and exaggeration? Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Sigrid de Kaste's curator insight,
April 6, 2013 5:29 AM
How do you go about it?....different ways to do it, give us yours!
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A recent article in Business Insider reported that Yahoo’s hiring process is taking so long that they are losing out on talented people (and aggravating their employee base). The culprit? CEO Maris...
Barry Deutsch's insight:
I agree and disagree with Joel Trammell on his blog post about you snooze you lose in hiring. First, every company should have a rigorous and systematic approach to hiring that EVERY hiring manager follows. The number mistake in hiring is not having a well-defined process and well-trained hiring managers. Oops - I think we just eliminated 98% of all companies. In most companies, there is no real process - although HR may claim there is a process from an HR perspective - the reality is that each hiring manager does whatever they want according to their life experiences in other organizations. What's the result: mediocrity and variability in results. Second, a rigorous and systematic process (notice I did NOT say bureaucratic) may take 2 days or it may take 2 weeks. Processing a candidate over a 2 month period could be considered excessive - particularly when most top candidates have multiple offers they are considering at any point in time - including staying where they are. The key is to balance due diligence with a rigorous process and bring SPEED to the process to manage it and get it done. Barry Deutsch IMPACT Hiring Solutions HIRE and RETAIN Top Talent http://www.impacthiringsolutions.com/blog
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Scoop.it!
From
www
Let’s be honest: If you could do it again, you may not hire some of the employees on your staff. Some candidates might have seemed good on paper, but now that they’re part of your team, their abilities don’t match up with their resume.
Barry Deutsch's insight:
Good reminders of basic hiring mistakes that cost you dearly in the long run. One of my favorite from the author: "Being desperate to fill a position, which Bayers calls “crisis hiring,” could cause you to offer a job to the first warm body that expresses interest in the job. That individual may be unqualified, and it could be costly in the long run when you have to rehire and retrain someone." Next to not defining success for a role, the issue of first impressions and desperation hiring could easily rank up there as the second. Although many companies give lip service to the idea that "people are our most important asset", I still find the vast majority of hiring managers and executives became desperate at some point during the hiring process.
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
Scoop.it!
From
ht
Barry Deutsch's insight:
In a Fast Company article, the author make the following comment: “You might think that bad hiring decisions won’t matter that much, since you can just fire the bad people. But Stalin-esque meritocracy sucks. Yes, you can shoot the bad people in the back of the head. But the problem with that is that you’re still shooting people in the back of the head.” We set our bar for a role and don’t lower it. But we also don’t wring our hands and agonize. Interview, evaluate, make a decision, and move on. When it pertains to roles in engineering, product, design, or marketing, for example, finding the perfect fit is 5x better than hiring someone who is “good enough.” Each person you hire has a dramatic impact on your growth trajectory in the beginning. The right person will help set you on rocket-ship growth, the wrong person can drag the whole team down." Although the author suggests we can shoot people in the back of the head when the don't perform, the reality is that firing is done very slowly. We allow the person to hang on forever, not 2-3 months after we know they can't perform, but rather 2-3 years. Most CEOs and Senior Executives have a difficult time letting go of someone who is not performing to the expectations originally set for the role (wait a minute - you never set the expectations to begin with so how do we know the candidate is not performing?)
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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Marla Tabaka shares her thoughts about using visualization to better understand potential employees.
This approach of visualization in the interview is a core tactic in our hiring methdology. It's even embedded in the tagline for our business: "Put the candidate in the job before you hire them"
Asking candidates to visualize success in the role, project out their execution on key success expectations, articulate the perfect peer, boss, subordinate, culture are all excellent techniques to gain further understanding of the candidate's perspective on work - and how they see themselves fitting into situation.
This visulization can take the form of role plays, posing hypothetical situations and problems, and asking the candidate to do a home work assignment.
I'll usually validate the answers to the visualization questions by asking for specific examples so we move away from generalizing, theory, superficial statements, and ambiguities. Any article candidate can talk at 40000 feet - get them to give you real examples as you probe and peel the onion on their original response.
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