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Scooped by
Barry Deutsch
onto Hire Top Talent |
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Most of us have been in the situation where we sit in a job interview and we feel things are going well until the interviewer pulls out the ultimate question: Tell me about your greatest weakness?
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Learn how to design your hiring structure to maximize the underlying causes of referral benefits with social hiring or team-based hiring.
Barry Deutsch's insight:
If employee referrals are one of the top channels for quality employees why is it at the bottom of investments in hiring for most companies. This doesn't make any sense. Your best people come from referrals - yet you spend the least investment and effort around referrals. WHY?
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Acting in the interview does not correlate to success.
Barry Deutsch's insight:
Have you ever hired someone that said all the right things in the interview (like an actor or actress) – yet fell flat on their face after they came aboard? 
Miklos Szilagyi's curator insight,
April 24, 10:01 AM
I just go one step further.... Have you met guys who are brilliant on gamification (in the old times simple training games) and they are just not there for real work? They love playing but they hate working... more common than you just think now...
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Making easily avoidable engineering recruiting mistakes can cause significant damage for no reason. Save your company from losing out on top talent.
Barry Deutsch's insight:
Common mistakes in hiring - especially my favorite soapbox issue of not defining your expectations, results, outcomes desired which is the NUMBER ONE mistake in hiring for any job!
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Hiring executives and managers rely too heavily on first impressions (falling in or out of love in the interview) to hire candidates"
Barry Deutsch's insight:
What happens when you like a candidate (or don't like a candidate) based on first impressions? How easy/hard do you go interviewing.
Some of the research in hiring indicates that a large percentage of hiring managers make decisions on candidates based on likability, rapport, and chemistry.
Do you find this happening to you in the interview?
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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 favorite fast food restaurant.
Barry Deutsch's insight:
One of the most significant reasons hiring fails so often is that most hiring managers use a traditional job description to check the boxes on whether someone can do the job. The traditional job description as it is used in most companies is a worthless tool for measuring performance or success.
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When it comes to hiring and onboarding, most businesses blow it. In fact, so many organizations do such a poor job of facilitating the process that many new hires get frustrated their very first day on the job. In order to finish the hiring process on a strong note, you need to prioritize onboarding just …
Barry Deutsch's insight:
Here's the key point buried in this article:
From the new hire’s perspective, one of the biggest points of friction has to do with what’s expected of them on the first day.
This issue is so horrific for most companies, that we wrote a book a few years ago titled "This is NOT the Position I Accepted".
Desire to ensure hiring failure - don't define success before the hire and surprise the candidate after the hire with what they have to do to be successful.
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Now is an excellent time to consider upgrading your team by leveraging social media.
Barry Deutsch's insight:
Be more like a professional recruiter searching for top talent with a magnifying glass, looking under rocks, being a detective, and leveraging the one degree of separation that social media provides, especially LinkedIn.
Why don't more companies use the social networking connections of their employees, vendors, sub-contractors, clients, and suppliers to bring outstanding candidates to the table?
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Barry Deutsch's insight:
The number ONE mistake in hiring is not effectively defining what person must do in the job to be successful. The traditional job description has NOTHING to do with defining success - rather it usually defines the rock-bottom minimum that you'll tolerate to allow someone to keep their job. If this doesn't sound dysfunctional, I'm not sure what might qualify.
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Barry Deutsch's insight:
Are you victimized by the Top Ten Hiring Mistakes? A number of years ago we undertook a comprehensive study to understand why hiring success and accuracy is so poor. We've written a couple of books on the subject and presented the workshop titled "You're NOT the Person I Hired" on these common mistakes and errors to over 35,000 CEOs and Senior Executives in the last two decades.
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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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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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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. Barry Deutsch
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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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One of the greatest mistakes in hiring occurs when we observe how well someone interviews as an actor or actress - not good of an employee will they be in our unique culture.
Barry Deutsch's insight:
Stop evaluating candidates in interviews based on their acting skills. Sometimes the best actors/actresses are not the best performers. Sometimes candidates who don't "perform" well in the interview, turn out to be your best employees. As a hiring manager or executive - how do you avoid making these classic mistakes?
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A process for getting the right people aligned.
Barry Deutsch's insight:
Excellent article on why strategy fails. In over 1000 presentations, 35,000 CEOs and senior executives, and 20 years of researching the subject of why strategy execution fails, we've found that the number one issue is a lack of linking organizational goals-outcomes (strategy) with individual contribution in meaningful way that results in flawless execution. We call our methodology SOAR - it provides the missing link of translating what you're trying to accomplish as an organization to execution at the individual level. The article gave a nice 40,000 ftoot overview of the issue, but assumed executives had the skills, technique, methodology to make this leap - which we've found is not true.
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The 7 deadly sins of sales hiring and how to avoid them
Barry Deutsch's insight:
Good reminders about the main problems in hiring, specifically sales hiring. I'll zero in on one of my most important points - finding enough good people.
If all you are seeing is the bottom third of the candidate pool from your ineffective recruiting process, then you're doomed to fail before you meet the first candidate
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Do you Google candidates before you interview them? Do you check out their on-line "personas?" Do their pictures, comments, profiles convey the type of person you want to hire for your culture and values?
Barry Deutsch's insight:
Scary how many employers don't check out candidates through social media - Google, Facebook, Instagram, Twitter, LinkedIn. Afraid of what you might see?
Do you have a horror story you would like to share of how the actor/actress from the interview was different from their on-line persona?
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Everybody knows that excessive turnover can be quite expensive. For that reason, smart organizations are always looking to increase their employee retention stats. One of the easiest ways to do that is by creating the best employee onboarding program you possibly can. Here are 10 steps to successful onboarding courtesy of the Mindflash team. Via Roger Francis
Barry Deutsch's insight:
ON-BOARDING: One cause of hiring failure is a lack of a systematic and rigorous on-boarding program. Most companies minimize the importance of a good best practice program around on-boarding - then fret when their turnover number exceed expectations.
The lack of an effective on-boarding program is similar to not conducting a background check in the hiring process - it's fundamental and basic.
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How can businesses maximize the effectiveness of their employee referral programs to find and hire the best candidates and achieve business success?
Barry Deutsch's insight:
I think one of the most important points this article makes is that a great referral program starts with educating your employees on the value of making referrals. So many companies consider their referral program to be a set of monetary rewards - that's a sideshow. The real impact is reinforcing the value of referrals over and over with your employees.
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Next to not defining success, superficial interviewing is the second most common mistake made in the hiring process that leads to hiring failure.
Barry Deutsch's insight:
Most CEOs and executives have told me over the last 20 years that they think candidates lie, embellish, and exaggerate 100 percent of the time in interviews. Not probing, digging, validating, vetting, verifying every claim, accomplishment, and achievement is pathetic.
No wonder 50% of time the complaint about a bad hire is "I thought they could do X when I interviewed them - I'm surprised they cannot do it". Shame on hiring managers for not Peeling the Onion.
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Why do most of the methods used by companies to find candidates, particularly job boards and advertising, fail so often? Are there better techniques and
Barry Deutsch's insight:
As I travel around the country conducting 1-2 workshops a week with CEOs and Senior Executives on our program You're NOT the Person I Hired, the one issue that keeps surfacing over and over is the frustration around finding great candidates for open positions.
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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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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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This is why you never end up hiring good developers
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. What hiring errors and mistakes is your organization guilty of committing over and over? Barry Deutsch
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Entrepreneur
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. Barry Deutsch |
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
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