When the demand for outstanding talent outstrips the supply, you must break away from traditional HR constraints that inadvertently put a lid on the quality of the people seen and hired. (FYI, we discuss these controversial ideas at our monthly Hire with Your Head book club meetings. Please join us.)
The "Win-Win" Performance-based Hiring Articles, Insights and Podcasts
Sadly, the issue of low employee engagement has become increasingly pervasive, affecting companies across all industries and all around the globe. According to research by Gallup, over the past two decades, the portion of fully engaged employees has consistently hovered around one-third of the workforce, with fluctuations largely attributed to economic conditions. This indicates a systemic issue that transcends individual organizational cultures or sectors, pointing to a deeper, more widespread problem.
Note: I asked ChatGPT to write a short story about this new course just released on LinkedIn Learning about how to launch major HR change programs. Too often these projects get started without enough cross functional support and as a result fail to get traction. The...
Lydia greeted Alex with a concerned look, the hum of the coffee shop blending with the gravity of their conversation. Lydia, once his boss and now a mentor figure, was someone who could help him figure out how to make important career decisions.
After tracking the 10-year performance of 100s of candidates I placed in mid-management roles from 1980 to 2000, I finally figured out how to measure Quality of Hire. It’s described in detail in Chapter 16 of Hire with Your Head (4th edition, 2021, Wiley). The other day I asked ChatGPT if the approach was still accurate or now flawed. Here’s the full dialogue. Below is the short summary.
When you consider that the top 25% is a definition of outstanding performance rather than a statistic, it’s possible for everyone to meet this threshold of performance:
As a recruiter I abhorred the idea that an outstanding candidate for an important job was being judged by a person who wasn’t a very good interviewer. Sadly, after having debriefed over one thousand different interviewers, I estimate that about two-thirds fell short. And too often the assessments of those who were valid were overridden or discredited by those who weren’t.
In my mind, being more efficient hiring the same people you’re now hiring is a trivial use of ChatGPT.
Setting: A sleek, modern conference room in the headquarters of a large multinational corporation. The atmosphere is one of anticipation, as a group of influential business leaders gathers, awaiting a presentation from a renowned consulting firm.
As an old manufacturing guy it’s pretty obvious that when a machine is producing scrap you stop the machine and fix the problem before turning it back on.
It turns out that hiring outstanding talent on a consistent basis has little to do with your ATS, which job boards you use or the quality of your competency model. The process shown in the image below (PDF version) will give you consistent great results as long as you do these four things first:
If you want to hire a great person, you need to offer a great job, not a laundry-list of skills, experiences and competencies that at best is no more than an ill-defined lateral transfer surrounded by some generic boilerplate. This is even more important today with candidates leaving within 90 days after starting if the new job turns out to be more promise than substance (Fortune, May 2022).
Few companies calculate the ROI of the effectiveness of their different sourcing channels but those that do discover referrals are the best with job boards generating more mistakes. And the cost of these mistakes is staggering wiping away the benefits of lower cost and speedier hiring.
Leverage: Getting more output with less input.
Leaders are force multipliers who get more done with and through people using some type of magical leverage.
As you’ve discovered if you’d tried to hire any senior level person, the process for hiring leaders for these critical spots is much different than hiring everyone else for this one simple reason:
It doesn’t take much research to figure out that for candidates who are hired primarily for their hard skills when they underperform it’s most often due either to their lack of soft skills, team skills or an inability to work with their hiring manager. These problems can be avoided by changing how candidates are assessed with more focus on the context of the job and the fit factors, not just their technical competency. The “how to do this properly” is fully covered in the 4th edition of Hire with Your Head (Wiley & Sons, September 2021) but the theme of hiring for the anniversary date, rather than the start date, is the real purpose of the book. This is called Win-Win Hiring.
This chapter is about controlling interviewer bias. It is the most important chapter in the book since more hiring mistakes are made due to bias than any other cause. In fact, if you read only this chapter before conducting another interview and use these techniques for overcoming bias, you’ll reduce you’re hiring mistakes by at least 50%. (See graphic below.)
As part of the fourth edition of Hire with Your Head (Wiley, September 2021) we’re starting a unique book club for those who pre-order the book. Over the next several weeks I’ll be highlighting different themes from the book. This week focuses on the idea of hiring for the long-term rather than the start date in order to achieve consistent Win-Win Hiring outcomes.
On September 22, 2021, the 4th edition of Hire with Your Head will be published by John Wiley & Sons. As part of the totally revised edition, I reviewed some of my favorite posts from the past few years and incorporated them in the new book. The following is a slight rewrite of one that appeared on LinkedIn’s Talent Blog a few years ago.
Make sure you read “15 Ways to Hack-a-Job” if you’re starting to think about changing jobs. Here are 107 other job posts for job seekers that will guide you step-by-step through ensuring you compare offers properly especially how to negotiate compensation. You’ll find the condensed version in The Essential Guide for Hiring & Getting Hired.