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Tips For Hiring -- Give The Candidate a Homework Assignment or Project

Tips For Hiring -- Give The Candidate a Homework Assignment or Project | Hire Top Talent | Scoop.it
No matter how disruptive or groundbreaking your technology, people still run your startup's show. Here are 5 tips for finding (and keeping) A-players.
Barry Deutsch's insight:

One of the things I liked about this article was the idea of giving someone a project - making the interview process more like real work. This is the absolute best way of validating what someone's capability is, their intellect, and what they will be like to work with.


Short of asking them to spend a short term consulting assignment with you, what ways have you turned the interview process into a test of real ability and work?


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

 


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Sigrid de Kaste's curator insight, March 24, 2013 9:34 PM

Finding is easy...the challenge is often in keeping..

Hire Top Talent
Discover how to find, attract, engage, and interview top talent
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How Many of Your Employees Think the Grass is Greener Somewhere Else? | LinkedIn

How Many of Your Employees Think the Grass is Greener Somewhere Else? | LinkedIn | Hire Top Talent | Scoop.it
Barry Deutsch's insight:

I recently posted this article on the LinkedIn Publishing Platform - and it generated a small firestorm of controversy on LinkedIn.


Obviously, I touched on a sore point about why employees might leave their company.


One of the problems with a lack of a structured plan and process for employee engagement is that the best talent leaves first because it's easy for them to find new jobs.


Barry Deutsch

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Disaster Alert - Ineffective On-Boarding

Disaster Alert - Ineffective On-Boarding | Hire Top Talent | Scoop.it
When sales teams aren't performing as expected, the root cause could be founded in the sales person onboarding program. In this episode of the Sales Management Minute, learn the six common onboarding mistakes and how to avoid them.
Barry Deutsch's insight:

Lee Salz describes the problem and issues related to hiring sales professionals without a strong on-boarding program. I'll extend this issue to all hires. My experience has been that at least 15-20% of the reason candidates fail in their new jobs is due to an ineffective on-boarding program.


In the vast majority of companies below the Fortune 1000, there is no on-boarding program. In most of these companies, it's called "sink or swim".


Are you creating unnecessary work to rehire for jobs that could have been successfully filled - but you screwed up the on-boarding process?


Barry Deutsch

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Don't Treat the Interview Like You're Ordering Fast Food

Don't Treat the Interview Like You're Ordering Fast Food | Hire Top Talent | Scoop.it
This is why you never end up hiring good developers
Quartz
... to do with that.
Barry Deutsch's insight:

Excellent reinforcement of the hiring mistake of hiring for skills and knowledge that people have on the first day of work. There is NO correlation that they will be successful.


Instead, the focus should be on measuring the application of their skills in your unique role in your unique culture/environment.


Is it any wonder why most studies show hiring accuracy to be hovering around 50%. One the primary reasons is that you're measuring the wrong things in the interview - whether your hiring a front line programmer or a senior executive.


Check out of my publication of the Top Ten Hiring Mistakes CEOs and senior executives make in hiring - particularly the error of treating the interview like you're ordering from your favorite fast food restaurant in the drive-thru line.


https://www.linkedin.com/pulse/article/20140331161931-7589947-hiring-mistake-3-does-your-hiring-process-resemble-ordering-fast-food


What hiring errors and mistakes is your organization guilty of committing over and over?


Barry Deutsch


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Do You Make the Interview More Like the Real Job?

Do You Make the Interview More Like the Real Job? | Hire Top Talent | Scoop.it
Entrepreneur
Want to Avoid a Hiring Crisis? Follow These 4 Steps.
Entrepreneur
As an entrepreneur you know hiring is important.
Barry Deutsch's insight:

I liked the author's comments about testing candidates out before hiring them. As you know, our tagline is "put the candidate in the job before you hire them". You don't always have the luxury of offering contract assignments - but you can give small homework/consulting assignments that reflect the type of projects you'll assign when the candidate gets hired.


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Hiring Mistake #5: Would You Interview the Same as Picking A Heart Surgeon?

Hiring Mistake #5: Would You Interview the Same as Picking A Heart Surgeon? | Hire Top Talent | Scoop.it
A major mistake occurs in the hiring process when interviewing candidates. There is a tendency to equate, extrapolate, and extend experience to be the same as results. There is an enormous gap
Barry Deutsch's insight:

This article is from my Top Ten Hiring Mistakes Series on the LinkedIn Publishing Platform. The article is on Hiring Mistake #5 - Historical Bias.  Is your focus purely around years of experience and skills, or is it in the application of how someone has applied their experience and skills?


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Why Don't You Get Invited to Interview?

Why Don't You Get Invited to Interview? | Hire Top Talent | Scoop.it
7 seconds - that’s how long I give every resume. You’ve got seven seconds to show me that it’s worth my time to continue reading.
Barry Deutsch's insight:

As a recruiter with over 30 years of experience, I've probably looked at over a 1 million resumes - many of which violate the basics described in this article.


One of my pet peeves is NO cover letter. It tells me your mass mailing/applying for jobs. You couldn't care less about which job - you're just praying someone takes pity on you and grants an interview.


A well-written description of how your background matches up to the job definition is the first step. I read the cover letters first, and toss the resumes that don't include one. Your resume better wow me without a cover letter, or it will be in the trash can in seconds.


I want to see examples and illustrations of what you've done that is most similar, comparable, like what needs to be done in the job. I know you've probably never done exactly what my client needs - but show me the bridge between what you've done and what we need accomplished.


I hear this same complaint from CEOs and Senior Executives in every workshop I deliver - 60 times a year - 20-30 executives in each one - all lamenting the missing cover letter.


Barry Deutsch

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Can Focusing Just on Cultural Fit Lead to a Hiring Mistake?

Can Focusing Just on Cultural Fit Lead to a Hiring Mistake? | Hire Top Talent | Scoop.it
CIO
Hire for Cultural Fit, Train for the Right IT Skills
CIO
CIO — As organizations struggle to adjust to the new growth economy, finding top talent is one of their biggest challenges.
Barry Deutsch's insight:

The article on the CIO website appears to infer that companies should focus more on ensuring a strong cultural fit above measuring specific skills.


I'll contend this is a tad short-sighted. There are a variety of factors that lead to hiring top talent. Measuring things like initiative, overcoming obstacles and adversity, leadership both of teams and in teams, comparable application of skills, and the ability to adapt to a new environment, culture, or change are all important areas of ensuring a successful hire.


Many times you'll see articles that say things like "this is the one thing" or here's the two things. Making great hires is taking a 360 degree view of the candidate - not just one specific angle.


My take-away on the article is that in hiring you should not be overly concerned about checking the boxes on every single skill, particularly in rapidly changing technology fields.


The article does reference a couple of outstanding sources, including the recent Deloitte Study on Human Capital, and the book, "Tribal Leadership."


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Your Managers and Executives Are the Primary Reason You Can't Attract or Keep Top Talent

Your Managers and Executives Are the Primary Reason You Can't Attract or Keep Top Talent | Hire Top Talent | Scoop.it
How Companies Can Better Engage Critical-Skill Talent
Forbes
Most corporate managers and business owners would agree that a core management challenge is hiring, retaining and fully engaging critical-skill talent.
Barry Deutsch's insight:

I liked this article on Forbes referencing the recent study on hiring practices. A key point of that study struck home - and this author reinforced it:


"Rethinking managers’ roles and equipping them to succeed – As the old saying goes, “People leave managers, not companies.”  The quality of management makes a huge difference in critical-skill employees’ day-to-day experience.  “As the primary point of contact for setting performance expectations, conducting career development discussions, assessing results and communicating pay decisions,” notes the report, “managers are important drivers of employee engagement – negatively or positively.”



The vast majority of managers and executives I've encountered over the last 30 years in my executive search practice, hiring consulting, and speaking before CEOs and Senior Executives is that:


"Your Managers and Executives Have NO IDEA what they are doing when it comes to best practices around finding, hiring, on-boarding, and retaining talented employees."


The reason they have no idea is that you've never invested in training, coaching, development, learning around the "how-to" of best practices in the most important areas you hold managers and executives accountable:


HIRING AND RETAINING GREAT EMPLOYEES


The question I have is: When are you going to start giving your managers and executives the tools, training, education, skill development it takes to hire and retain great employees?


Are you willing to allow the future success of your business to be based on luck and hope around hiring and retention - or should there be a systematic approach for you to create a competitive strategic advantage through your employees?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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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Does the Interview Process Take Too Much Time?

Job candidates decry interview marathons
Kansas City Star
Understandably, employers are wary of making hiring mistakes and have created extensive applicant filters to weed out the least acceptable candidates.
Barry Deutsch's insight:

The tone of this article by the Kansas City Star reporter seems to blame hiring managers and companies for being "overly diligent" in their hiring process.


I'm going to be bold here and suggest "bully for them". Most of the mistakes that get made in hiring involve not taking enough time to define the job, fish in deep waters for the best candidates, and validate, verify, and vet all candidate claims.


Studies indicate that hiring failure occurs frequently - sometimes the failure rate is as high as 50%. In some functions/industries, it's bordering on criminal - such as in sales hiring where the typical failure rate is upwards of 80%.


Applying a more rational and objective approach to hiring improves the randomness of the process and leads to improved hiring success and accuracy.


I don't care how much candidates complain, shame on companies and hiring managers that don't apply more rigor and systematic approaches to hiring.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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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Hiring Mistake #2: NOT Peeling The Onion Leads to Hiring Failure

Hiring Mistake #2: NOT Peeling The Onion Leads to Hiring Failure | Hire Top Talent | Scoop.it
Next to not defining success, superficial interviewing is the second most common mistake made in the hiring process that leads to hiring failure.There are two key elements to effective interviewing:
Barry Deutsch's insight:

This article I posted on the LinkedIn site looks at the issue of superficial interviewing - one of the core reasons hiring failure is so high.


Not conducting a deep, rigorous, structured, success-oriented interview is one of the major reasons candidates get hired and the hiring manager laments "You're NOT the Person I Hired.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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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Should You Do As Google Does in Hiring?

Should You Do As Google Does in Hiring? | Hire Top Talent | Scoop.it
Hiring managers know only too well that searching for that superstar employee is a difficult task. Managers know that building a crack team who can turn on a dime, and quickly adapt and adjust to sudden change is even harder.
Barry Deutsch's insight:

Many folks want to put Google up on a pedestal as a prime of example of proper hiring.


They've developed a series of behavioral traits that some believe are the proper behavioral traits for all candidates and all companies. I'm not convinced Google got it right on these traits.


I would concede they are important traits, but they are NOT the most important traits of success. How do these compare to the traits of success you've developed in your business? How do they match up with your culture and values?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Should Improving the Company Culture be a CEO issue or an HR issue?

Should Improving the Company Culture be a CEO issue or an HR issue? | Hire Top Talent | Scoop.it
This graphic—based on findings from the 2013 Culture and Change Management Survey—highlights key findings, global perceptions of culture, top barriers to sustainable change, and presents a comprehensive picture of the survey demographic, which consisted of more than 2,200 participants around the world.
Barry Deutsch's insight:

Here's the study I mentioned in my previous post about the work Booz and Company did on culture and engagement.


It's fascinating to see the disconnect between the issue of whether culture is important and what companies are doing about it.


One question that struck me as I was reading this article and getting ready for my next workshop on Retention was whether this issue belongs in the HR department or should the CEO be driving cultural change and improvement>

Who owns the management and improvement of the culture in your company?

One of the top 3 reasons employees seek greener pastures is that they are disgusted by their own company - particularly the culture. Are you protecting yourself by ensuring your best talent doesn't leave you over dysfunctional elements of your culture?


If you could change one negative element of your culture - what would it be?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Victimized by The Top Ten Hiring Mistakes?

Victimized by The Top Ten Hiring Mistakes? | Hire Top Talent | Scoop.it
Over the past 25 plus years, my partner, Brad Remillard, and I have researched why hiring mistakes and errors occur. Between us we’ve conducted over 1,000 executive search projects, interviewed well
Barry Deutsch's insight:

I published this article on LinkedIn and received an overwhelmingly feedback of "I make these hiring mistakes you mentioned all the time".


After over 25 years of observing these hiring mistakes being made again and again, I would think that most companies would be doing a better job of fixing the most glaring and common hiring mistakes and errors.


This does not appear to be the case for most companies. The hiring mistakes and errors being committed today are the same ones from 5, 10, and 25 years ago.


I'll pose this as a question to my loyal followers and audience  - why is hiring accuracy and success still at a dismal level? Why are we not getting better at hiring? Why do we keep trying to validate the definition of insanity?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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Interviewing Failure: Making First Impression Judgements

Interviewing Failure: Making First Impression Judgements | Hire Top Talent | Scoop.it
We can't get enough about the art of interviewing in these times. We all fret job interviews and prepare as much as possible but there is little way of predicting their outcomes.
Barry Deutsch's insight:

Although I think the survey data may be suspect in this article - I do acknowledge that the primary reason people get hired or hired is due to first impressions, likeability, chemistry, and rapport.


Most hiring managers make their judgements immediately because they don't know any better.


These initial first impressions are one the primary causes of hiring mistakes and errors. It's the reason hiring fails almost 50% of the time. Most hiring manager measure how well a candidate interviews - NOT whether they will be a good employee.


Until that framework or paradigm shifts, hiring accuracy and success will never pass the 50% mark.


Consider this series of questions:


Of all the hires you've ever made, what percentage lived up to or exceeded your expectations?


Ever hire a candidate who "aced the interview" only to fall flat on their face after they started?


How about the shy, introverted, quiet, reserved candidate who couldn't interview themselves out of a wet paper bag, yet you took a risk and they turned out to be one of your better hires?


Barry Deutsch

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Don't crush your entrepreneurial spirit by hiring bureaucrats

Don't crush your entrepreneurial spirit by hiring bureaucrats | Hire Top Talent | Scoop.it
How To Keep Your Startup Vibe In A Rapidly Growing Company Forbes Essentially, once your team gets to know people outside of their department, they're more likely to feel a closer connection with the overall organization, leading them to focus on...
Barry Deutsch's insight:

I've seen the hiring of numerous HR professionals in entrepreneurial, small businesses, and emerging growth companies that come aboard and immediately suck the life out of being entrepreneurial, creativity, and innovation.


Are you hiring HR staff (or other key roles) that thrive on bureaucracy and structure - and can't adapt to your unique culture?


Barry Deutsch

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Will Another 30 Days Overcome Your Hiring Error?

Will Another 30 Days Overcome Your Hiring Error? | Hire Top Talent | Scoop.it
Are you playing the “Let’s Give Another 30 Days” with that employee you hired that can’t meet your performance or behavior expectations – only now it’s 6 months, a year, or 2 years later? Did you
Barry Deutsch's insight:

Here is a recent article I published on the LinkedIn Publishing Platform. I talk about the problem of "firing slowly" and leaving non-performers or toxic employees in place too long.


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Job Interview: The FIRST Question You Must Ask

Job Interview:  The FIRST Question You Must Ask | Hire Top Talent | Scoop.it
If there was one question you could ask that would turn the entire interview upside down, allow you to drive the conversation, and shift the Hiring Manager off their path of box-checking you against
Barry Deutsch's insight:

This is my most recent post on the LinkedIn Publishing Platform. This  article is aimed at candidates who struggle to break out of the interrogation and box-checking so common in most traditional interviews.


With one question, you can now flip the entire focus of the interview from box-checking to a deep discussion of expectations and results.


Barry Deutsch

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Hiring Mistake #4: Falling In/Out of Love During Interviews

Hiring Mistake #4: Falling In/Out of Love During Interviews | Hire Top Talent | Scoop.it
Hiring executives and managers rely too heavily on first impressions (falling in or out of love in the interview) to hire candidates – and as a result make Snap Judgments about candidates.First
Barry Deutsch's insight:

This article is about Hiring Mistake #4, which I published on the LinkedIn publishing platform, is a major cause of hiring failure. It occurs when you make snap judgments about candidates based on your first impression.

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Do You Misrepresent the Job to Your Candidates?

Do You Misrepresent the Job to Your Candidates? | Hire Top Talent | Scoop.it
Were you fooled by your job interview?
The Globe and Mail
In a job interview, you would expect the hiring manager to have a clear idea of the roles and responsibilities of the position for which she's interviewing candidates.
Barry Deutsch's insight:

Not accurately representing what you expect from candidates not only backfires on you because you hire someone who cannot live up to your expectations, but also the candidate believes the job is basically what you asked questions about in the interview.


The author quoted from a recent study on miscommunication about the job in the interview process:


"The survey, commissioned by Menlo Park, Calif.-based staffing agency Robert Half, discovered that of those people who found themselves fooled, 74 per cent said the job duties were not as described, 44 per cent said the corporate culture wasn’t as advertised"


The problem occurs after you hire someone and then 2-4-6 weeks later you tell them what you really expect.


At this point the candidate looks at you dumb-founded and mumbles something like "I thought the job was what you talked about in the interview". I didn't realize you wanted me to do X, Y, or Z. Not only can I not do those things, I don't even have the desire to do them. You should just fire me right now.


They all say that to you - right? Of course not. After recovering from their initial shock, they then try to fake it until they can find another job or they hope you'll forget about what you really need accomplished.


Wouldn't a better idea be to be transparent in the interview, and talk about the job expectations, outcomes, performance, metrics, and results. This approach tends to lead to better hiring decisions than the traditional approach of checking boxes on the job description and then crossing your fingers hoping the person will make it through the 90 day probationary period.


Barry Deutsch


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Hiring Mistake #3: Does Your Hiring Process Resemble Ordering Fast Food?

Hiring Mistake #3: Does Your Hiring Process Resemble Ordering Fast Food? | Hire Top Talent | Scoop.it
We title Hiring Mistake #3 as “Inappropriate Prerequisites”. The metaphor of these inappropriate prerequisites is that hiring top talent is not the same as ordering in the drive-through line at your
Barry Deutsch's insight:

I posted this article through the LinkedIn Publishing Platform. It focuses on one of the top ten mistakes and errors hiring managers typically make over and over again. It's one of the major reasons why hiring success and accuracy in most companies is so low.


Barry Deutsch

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Still Trying to Attract Talent with Job Descriptions Masquerading as an Ad?

Still Trying to Attract Talent with Job Descriptions Masquerading as an Ad? | Hire Top Talent | Scoop.it
When it comes to recruiting top technology talent, these seven companies have found inventive ways to attract highly skilled candidates.
Barry Deutsch's insight:

The tribal and traditional process of recruiting is to post job descriptions on job boards - allowing them to masquerade as Ads.


Unfortunately, this approach is passive and based on luck and hope - in that you sit back and wait for a talented individual to fall into your lap.


If you really want to attract great employees - you've got to move beyond the ineffective masquerade method of advertising.


This article offers some great suggestions - even though it's slanted toward tech hiring - there are some excellent recommendations that can be used for any type of hiring.


What's your "out-of-the-box" approach to hiring that yields great candidates?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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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Hiring Mistake #2 - NOT Peeling the Onion Leads to Hiring Failure - from Slideshare

One of the weakest skills managers and executives possess is the ability to evaluate and measure candidates with interview questions to determine can they ac...
Barry Deutsch's insight:

This is the slidedeck I created off the article on the LinkedIn site by the same title. Please let me know what you think of this slide presentation?


Do you find yourself falling victim to conducting a superficial interview, asking traditional and tribal questions, or perhaps accepting as the given truth whatever the candidate claims?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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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Should You Be Upgrading Your Talent?

The fact is that your company probably has individuals or teams that could drastically improve results. (How to upgrade the talent in your business?
Barry Deutsch's insight:

Do you have a few key critical roles where the person in the role is not fully living up to your expectations of performance?


Are they doing a great job for 65-70-75 percent of the job, but suck at the other 25 percent?


Why do you tolerate less than stellar performance in the critical game-breaker elements of the job? This article indicates that most companies don't want to address the issue because they have no one else lined up to take over the job.


I'll contend the issue is deeper:


You don't want to spend the time to find someone new. "Better the Devil I know than the one I don't"


You hope the person will change and get better so you're playing the "let's give it another 30 days game", only it's now 2 years later.


You have no hope of finding a better a candidate. You just throw up your arms and accept the status quo because you believe it's too hard to find, select, and develop a new person.


How dysfuctional do these rationalizations and justifications sound? Why do you keep uttering them when faced with under-performers in critical roles?


Have you thought about the 1 or 2 critical roles on your team which need to be upgraded?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

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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Can You Handle the Weakness Question

Can You Handle the Weakness Question | Hire Top Talent | Scoop.it
Most of us have been in the situation where we sit in a job interview and we feel things are going well until the interviewer pulls out the ultimate question: Tell me about your greatest weakness?
Barry Deutsch's insight:

I commented on this article on the LinkedIn site, but thought I would also share my comments here on Scoop.it.


I coach my clients not to ask this question since it's one of the 20 standard, stupid, inane, canned interview questions. Everyone knows it's coming and gives a canned response.

Even though I tell my clients not to ask this question in the interview, most fall back on their tribal learning and ask it anyway.

The best strategy is to convert a strength into a weakness. I work too hard, I take on too much, I have trouble saying no to requests, I care too much. Once you've offered your strength-to-weakness statement,  the next step would be to offer 1-2 examples that specifically illustrate the weakness presented with a positive spin.

Just last week, I had 3 different executives ask for my help - I didn't want to say no - so here's how I handled it.

The examples are more important than the weakness answer. In the examples you're conveying your strength even though you described it as a weakness. These examples then can lead to probing by the candidate for real needs from the hiring manager.

Hiring managers don't really expect deep, insightful, thoughtful, introspective responses to this canned interview question.


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

Learn more on our popular Hire and Retain Top Talent Blog

 

Do you have a FREE Copy of our best selling e-book on how to hire and retain top talent?

 

Learn how your success depends on the quality of the team you build and keep by joining us in our LinkedIn Discussion Group on hiring and retaining top talent

 

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How important is practicing and perfecting your skills? Is 10,000 hours still the benchmark?

How important is practicing and perfecting your skills? Is 10,000 hours still the benchmark? | Hire Top Talent | Scoop.it
But don't use this as an excuse when you mess up at your piano recital. 
Barry Deutsch's insight:

I don't know if I would say 10,000 hours is the proper number. I would indicate that my personal experience has been that it takes years of practicing your skills, refining your abilities, honing your competitive edge of what you do really well, and applying it under competitive pressure to become a real master in your chosen field/discipline.


Personal examples:


1. I've been very lucky to have great mentors in my career as an executive recruiter over the past 30 years. I've learned, digested, adapted, and internalized from two of the greatest recruiters on this planet - Lou Adler and Brad Remillard. I've spent 30 years perfecting how I conduct executive search - I'm very good at it - but I also have almost 60,000 hours of experience learning, refining, and applying my skills. I'm proud to toot my own horn that I'm in the top 1% of all executive recruiters.


2. I am one of this country's top speakers on improving hiring accuracy and success. I've been conducting workshops and seminars for over 15 years. I probably do 60-70 talks a year with over 1000 people attending my programs each year for the past 15 years.  I'm an award-winning speaker. If I add up the preparation time, practice time, and actual delivery time - I am in excess of 10,000 hours on speaking to groups on how to hire more effectively.


3. I coach high school girls basketball. I've been doing this just shy of ten years. My first few years, I had no idea what I was doing. Between reviewing game film, attending games, and running practices almost year-around - averaging 20-30 hours a week of coaching, I'm well over the 10,000 hour guideline. I find myself coaching against other coaches with fewer years of experience (fewer hours refining their craft). We don't recruit like some schools - even with weaker talent, frequently I win games because I've been doing this so long - adjusting during a basketball game and extracting the highest level of performance from a group of diverse student-athletes has become second nature. It's not because I am a brilliant basketball coach - it's because I've got over 10,000 hours of moving toward mastery in coaching.


4. In my years of interviewing candidates - personally leading over 500 searches and interviewing over 125,000 candidates, I've come to the conclusion that the number one attribute of success is initiative and self-motivation. Does someone, regardless of whether they are a high school girls' basketball player, chess master, or CFO work on their own to get better - or do they do the minimum amount of work to just survive and get by? The best - the top 25% in any field - have extreme levels of personal initiative and self-motivation to improve themselves and invest the time to get better.


I do realize there are natural prodigies which can achieve great success with very few hours of investment - for the bulk of the population - folks like you and me - we need years and thousands of hours of practicing and applying our craft to become to become true masters.


Do you agree with this premise - or disagree? Do you believe in the 10,000 hour requirement to become a master?


Barry Deutsch

Master of Hiring Accuracy

Doctor of Hiring Failure and Pain

Prognosticator of Radical Hiring Improvement

 

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