Archive for Talent Strategy


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Exposing the "Veneer of Superficiality" Interview

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Exposing the "Veneer of Superficiality" Interview

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.

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Posted in: Controlling Bias, Current Articles, Passive Candidate Recruiting, Talent Strategy

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The 10 Best Predictors of Success that AI Can’t Find

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The 10 Best Predictors of Success that AI Can’t Find

Having tracked the performance of thousands of senior professional staff and managers over the past 50 years it turns out it’s not hard to predict who will be successful. All you need to do is ask candidates to describe their major accomplishments most comparable to the key performance objectives (KPOs) of the open job. As long as you dig deep enough the factors shown below will pop out. Consistency is what matters, though, not one-time occurrences. This preview of the Sherlock Holmes deductive interview describes the probing needed to gather this information.

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Posted in: Current Articles, Performance-based Interview, Quality of Hire, Talent Strategy

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Back to Hiring Basics: Benchmark How and Why the Top 25% Change Jobs

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Back to Hiring Basics: Benchmark How and Why the Top 25% Change Jobs

It turns out that anyone can be in the top 25% with the right job, the right company, and the right hiring manager. But this is a rare event despite having spent $400-500 billion in job postings and HR tech in the past 25 years in the hope of matching the perfect job with the perfect candidate.

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Posted in: Assessing Soft Skills, Current Articles, Recruiting & Closing, Talent Strategy

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“Tell me about yourself” and other PBI interviewing tips

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“Tell me about yourself” and other PBI interviewing tips

 The traditional interview process has been shown to be unreliable in predicting job performance, often due to bias, lack of training and a focus on surface-level characteristics. The Performance-based Interview (PBI) is a natural language approach that seeks to assess an individual's competency, fit and motivation by asking them to describe their past performance in specific situations. Studies have shown that the PBI is a more accurate predictor of job performance than other interview methods, making it a valuable tool for organizations seeking to hire the best candidates. Moreover, the PBI can be used to assess candidates at all levels of experience, making it an ideal method for career development and succession planning.

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Posted in: Current Articles, Performance-based Interview, Rethinking the Job Description, Talent Strategy

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Hiring More Leaders Starts by Changing Your Hiring Strategy

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Hiring More Leaders Starts by Changing Your Hiring Strategy

Many years ago I worked with LinkedIn on preparing a video highlighting the importance of developing a hiring strategy based on attracting the best rather than one designed to filter out the weak. It turns out that without the right talent strategy it's not possible to hire more leaders on a consistent basis. Chance, hope, the latest technology or job boards won't help. While the message in the video is still true today, most people will have some Catch-22 excuse why it won't work.

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Posted in: Current Articles, Quality of Hire, Rethinking the Job Description, Talent Strategy

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Creating a Win-Win Hiring Culture Starts with a Win-Win Hiring Strategy

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Creating a Win-Win Hiring Culture Starts with a Win-Win Hiring Strategy

As part of the launch of the 4th edition of Hire with Your Head (Wiley, September 2021) we’ll be hosting a number of interactive webcasts where we work through active search projects using the principles of Performance-based Hiring as a foundation. We'll be demonstrating this idea at our next webcast with a focus on what recruiters need to do to connect with outstanding and diverse talent who are in high demand. The key to success here is to start with the right hiring strategy that maps to how these people look for new jobs.

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Posted in: Recruiting & Closing, Talent Strategy

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This 2-Question BEST Test Beats DiSC, MBTI and PI

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This 2-Question BEST Test Beats DiSC, MBTI and PI

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 in: Assessing Soft Skills, Talent Strategy

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4 Clues That You’re About to Make a Bad-Hiring Decision

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4 Clues That You’re About to Make a Bad-Hiring Decision

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 in: Performance-based Interview, Talent Strategy

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Advice from Sherlock Holmes On How to Assess Technical and Team Skills

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Advice from Sherlock Holmes On How to Assess Technical and Team Skills

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 in: Passive Candidate Recruiting, Talent Strategy

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The Two Questions You Must Ask to Ensure a Win-Win Hiring Outcome

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The Two Questions You Must Ask to Ensure a Win-Win Hiring Outcome

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 in: Performance-based Interview, Talent Strategy

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How Job Seekers Can Create Win-Win Hiring Outcomes

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How Job Seekers Can Create Win-Win Hiring Outcomes

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 in: Quality of Hire, Talent Strategy

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Use This 3-step Win-Win Hiring Program to Ensure You Land the Right Candidate

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Use This 3-step Win-Win Hiring Program to Ensure You Land the Right Candidate

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 in: Passive Candidate Recruiting, Performance-based Interview, Quality of Hire, Rethinking the Job Description, Talent Strategy

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5 Interview Prep Tips to Help Ensure Your Good Candidates Aren’t Being Excluded for Bad Reasons

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5 Interview Prep Tips to Help Ensure Your Good Candidates Aren’t Being Excluded for Bad Reasons

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 in: Quality of Hire, Recruiting & Closing, Talent Strategy

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How to Determine Work Quality and Intrinsic Motivation in a First Interview

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How to Determine Work Quality and Intrinsic Motivation in a First Interview

One of the factors in our Recruiter Competency Model is the ability to be able to assess technical competency and intrinsic motivation in a one-hour interview. In an earlier post someone commented that this was not possible. I begged to differ and offered this advice:

Here are some of the live and forward-looking metrics I’d use to achieve a Win-Win Hiring goal using SmartRecruiters’ Net Hiring Score as a target:

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Posted in: Quality of Hire, Talent Strategy

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Stop Turnover: Give Everyone a 20% Annual Increase

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Stop Turnover: Give Everyone a 20% Annual Increase

Ensuring the candidate has the right information to answer the, “Why do you want the job?” question, starts when I first talk with the person. During this call I suggest that no one should accept an offer for another job if it doesn’t provide at least a 30% non-monetary increase. More important, all offers, including not changing jobs or accepting a counteroffer should be compared using this same benchmark. This idea is shown in the graphic and referred to as the 30% Solution.

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Posted in: Current Articles, Talent Strategy

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Amazon’s Talent Bar-raising Program Reveals Flaws in Hiring Practices

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Amazon’s Talent Bar-raising Program Reveals Flaws in Hiring Practices

The Six Sigma movement of the 1980s and 1990s was developed around the same concept of correcting problems as early as possible in the process to minimize costs and maximize final product quality.

The same idea can be applied to a company’s sourcing and selection process based on the idea that too many rejections at the end of the process, including good candidates opting-out or rejecting offers and bar-raisers saying no, means there’s a problem somewhere upstream. Eliminating these upstream problems will reduce costs, increase recruiter productivity, save time, and shorten time-to-fill while raising the quality of the people being seen and hired.

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Posted in: Current Articles, Talent Strategy

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A Paradigm-Shifting Idea When It Comes to Hiring

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A Paradigm-Shifting Idea When It Comes to Hiring

Consider Hiring an Investment, Not an Expense

It seems the only companies successful at attracting great people on a consistent basis are those with the big brass employer brands. For everyone else, even those using ZipRecruiter or Indeed, it’s hard to hire stronger people when the focus is on the speed and cost of hiring rather than the impact those being hired can make.

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Posted in: Talent Strategy

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Candidates Must Answer Yes to These 10 Questions Before You Ever Make an Offer

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Candidates Must Answer Yes to These 10 Questions Before You Ever Make an Offer

Whether a person will accept a job offer, reject it, or back out later should never come as a surprise. Any surprise factor can be avoided as long as you follow some fundamental recruiting techniques.

The most important: Never make an offer you’re not absolutely sure will be accepted.

Underlying this rule is the need to test every component of an offer to determine if the candidate will accept it before formalizing the offer in writing.

Testing can be as simple as asking the candidate if he/she would accept a fair offer and be able to start by a certain date. Any evasiveness is a clue the offer won’t be accepted.

A more formal approach to testing involves getting “yes” answers to the ten following questions. It’s important to note that getting a “no” is not a bad thing. Converting the “no” into a “yes” is called recruiting.

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Posted in: Current Articles, Performance-based Interview, Quality of Hire, Talent Strategy

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8 Clues That a Candidate Will be an Exceptional Employee

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8 Clues That a Candidate Will be an Exceptional Employee

Over the past 40 years, I have reviewed at least 30,000 resumes and LinkedIn profiles and personally interviewed over 5,000 job candidates. After tracking the subsequent performance of hundreds of these people, it became apparent that there were clues in the resume and work history that accurately predicted the likelihood the person would be successful even in roles that were promotions, different jobs, stretch assignments, or in different industries.

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Posted in: Passive Candidate Recruiting, Talent Strategy

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Two Things Recruiters Can Do to Consistently Identify the Top Candidates

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Two Things Recruiters Can Do to Consistently Identify the Top Candidates

Three weeks ago, I met with a bunch of CEOs who are members of Vistage, an organization helping small and mid-size companies grow and manage their businesses. One of their biggest challenges is finding and hiring the right people. At the meeting, they all complained that the recruiters they were using were inadequate. They said few understood the job requirements or the company and all presented too many average candidates.

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Posted in: Quality of Hire, Talent Strategy

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