Archive for 2020
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Posted by LouAdlerArticles
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Over the past 40+ years I've interviewed thousands of candidates for manager, director and VP level positions. Very few of these candidates actually applied for the job being filled at the time. Most were found via LinkedIn or a referral. Nonetheless, I was dumbfounded that many of these people weren’t great interviewees, yet most were all remarkable people doing their jobs.
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Posted by LouAdlerArticles
In my 45+ years as a recruiter, one of the many things I’ve learned is that strangers get a bad deal when it comes to being accurately assessed during interviews. While people who are known to the hiring manager are assessed on their past performance, strangers are judged on their motivation to get the job, a bunch of generic competencies, the depth of their technical knowledge and the quality of their presentation skills. Worse, all of these factors are viewed through a biased lens filled with misconceptions and flawed logic.
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Posted by LouAdlerArticles
One of our clients asked if we could develop a short version of Performance-based Hiring that hiring managers would actually use. Three questions seemed to do the trick as long as the hiring manager first defined job success as five or six key performance objectives (KPOs).
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Posted by LouAdlerArticles
Back in the ‘80s I took my first DiSC personality assessment and its cousin, the Predictive Index (PI). Like the Myers-Briggs type indicator (MBTI), these types of assessments involve a series of either/or questions like, “Would you rather attend a beer bust or do root cause analysis?” The DiSC and PI tests concluded I liked to persuade people with a hammer and that I was a weak analyst.
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Posted by LouAdlerArticles
After years of interviewing and tracking hundreds of people post-hire, it became obvious that most candidates get hired based on criteria that doesn’t predict success: typically, their individual contributor skills, depth of technical skills, an ability to interview well and their personality. The problem with this is that when they underperform it’s largely due to their lack of soft skills; poor decision making; weak organizational ability; inability to fit with the team, manager or company culture; and lack of motivation to do the actual work required.
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Posted by LouAdlerArticles
While asking a bunch of standard behavioral questions might help eliminate weak candidates, that approach will backfire when interviewing the strongest candidates. In fact, I’ll contend that with just two basic questions you can accurately predict ability, motivation, fit, performance and potential. One question involves digging into the candidate’s major accomplishments, the other how the person would figure out how to solve a realistic job-related problem.
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Posted by LouAdlerArticles
The past few months have been challenging for the staffing industry. LinkedIn has just announced its first layoff as companies reduce their Recruiter seat licenses, ATS vendors are reducing their teams and scaling back, HR tech vendors are cutting costs and rethinking their futures, live recruiting and sourcing conferences have been put on hold and staffing firms and RPOs are scrambling for more business as their PPE loans run dry.
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Posted by LouAdlerArticles
One of my first posts on this LinkedIn Influencer site, The Most Important Interview Question of All Time, was read by more than 1.5 million people. It’s still worth checking out. Following is the quick summary with a helpful twist for job seekers.
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Posted by LouAdlerArticles
The cost of your company’s bad hiring decisions can be staggering. To calculate this cost, I tell my clients to add the first-year turnover rate to the percentage of people who the company wouldn’t rehire. This number is your company’s Bad Hiring Rate (BHR). Next, I ask them to multiply the BHR with the total increase in payroll for new hires to calculate the cost of bad hiring decisions at your company.
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Posted by LouAdlerArticles
Last week on my “Almost Daily Recruiting Show” one caller suggested competency-based interviewing was the solution to all interviewing problems. I begged to differ. I contended that competency or behavioral interviewing wasn’t effective unless it was tied to a good understanding of the performance objectives of the job and the underlying environment. The point made was that just about everyone can give examples of when they used a competency like results-oriented, effective communication skills or strong collaboration ability, but if these aren’t directly related to the actual requirements of the job itself, a proper assessment is not possible.
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Posted by LouAdlerArticles
A Win-Win Hiring outcome means the hiring manager and the new hire both agree it was the right decision one year into the job. While defining hiring success at the one year anniversary date rather than the start date is a worthy goal, it requires some significant process reengineering efforts to achieve it on a consistent basis. The first is recognizing what works and what doesn’t and then asking two critical questions during the interview.
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Posted by Lou Adler
To expand your diversity hiring initiatives you need to start with these five action steps
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Posted by Lou Adler
If a candidate accepts an offer largely based on the title, compensation and location, a Win-Win Hiring outcome is unlikely. Win-Win Hiring means the hiring manager is happy with the person’s performance on the one-year anniversary date and the new employee still finds the job motivating and satisfying. Achieving this positive outcome requires a lot of effort before, during and after the interview by everyone involved, especially the job seeker.
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Posted by Lou Adler
Bias is insidious. Politics is the best example of bias at its worst. But it may be just as bad when it comes to hiring. It causes us to hire people we shouldn’t have and not hire those we should.
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Posted by Lou Adler
In a recent LinkedIn post describing the importance of “soft skills,” one person commented that people get hired for the depth of their hard skills but are fired for their lack of “soft skills.”
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Posted by Lou Adler
A person’s “soft skills” can’t be measured by some simple test despite what some test seller might tell you. Snake oil has a better track record when you add false positives (passed the screen but failed the reality) and false negatives (failed the screen but passed the reality) into the mix.
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Posted by Lou Adler
I thought you’d be interested in a story about how one company figured out how to attract stronger and more diverse talent for some senior technical roles using an unusual approach.
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Posted by Lou Adler
In part 1 of this series, I suggested that in order to increase interviewing accuracy beyond the 65% standard of behavioral interviewing, you needed to first ask this question when opening up a new job requisition
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Posted by Lou Adler
In part 1 of this series, I suggested that in order to increase interviewing accuracy beyond the 65% standard of behavioral interviewing, you needed to first ask this question when opening up a new job requisition
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Posted by Lou Adler
At the beginning of a recent corporate recruiter workshop a hiring manager I had worked with previously at LinkedIn, asked if he could tell a Performance-based Hiring interviewing story.
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Posted by Lou Adler
While writing my book, The Essential Guide for Hiring & Getting Hired, I found it challenging to write the section about “Getting Hired” since my target audience was primarily hiring managers, interviewers, and recruiters. But I felt the “Getting Hired” part was important to add in order to give job seekers a chance to take control of the interview whenever they felt they weren’t being fairly assessed.
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Posted by Lou Adler
I tell hiring managers that if a candidate accepts an offer largely based on the title, compensation and location a Win-Win Hiring outcome is problematic. Job seekers need to be equally concerned.
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Posted by Lou Adler
I first heard about Red Scott’s “Hire Smart or Manage Tough” credo 30+ years ago at a Vistage (then TEC) resource presentation.
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