Archive for Current Articles
I'm getting nervous with the proliferation of all of these AI-infused chatbots that will change life and work as we now know it. Some of them are wrong. Really wrong.
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The Hiring Formula for Success shown in the image above defines all of the factors that best predict on-the-job success. Soft skills top the list.
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I think too many people including those in HR, OD experts, hiring managers and recruiters, believe being a good interviewer requires some remarkable insight into human behavior. I think they’re mistaken. There is an alternate path: being a good detective.
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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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It turns out hiring people who will be in the top half is pretty easy. You just have to stop making hiring mistakes.
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The other day a candidate asked me how to figure out if he was qualified for a new role given 15 years of experience with the same company.
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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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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:
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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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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).
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The worst question about career goals is something like, “What’s your major career goal for the next five years?”
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While it’s hard to believe that a single hiring mistake could cost a company $400 thousand, it’s not so hard to believe when looking at this table showing the incremental profit contribution of employees at these well-known companies. The idea behind this table is that it shows the full financial and business impact a person has on a company, rather than just considering the person’s compensation package.
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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.
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The primary purpose of this post is to argue that compensation shouldn't be the primary measure of pay equity. The secondary purpose is..
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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.
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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:
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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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In a post earlier this year I claimed that too many people change jobs for all the wrong reasons. Most often it's for the stuff at the bottom of the "Maslow's Hierarchy of Hiring Needs" graphic above, rather than the stuff at the top. Unless they're (very) lucky, the result is always disappointment, dissatisfaction and regret.
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LEADERS: The strongest people are easy to spot. They’re leaders. Leaders don’t just do their jobs reasonably well; they improve how they do their jobs. And whether they’re managing a team or not, they also help everyone they work with do their jobs better, too. You can use this Performance-based Interview to determine if your candidates are leaders, or not.
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In my semi-retired state, I’ve decided to give away my best secrets for recruiting and hiring the top 25% with a new type of training program. Many of them are highlighted in the infographic above. You'll be able to learn and apply them all just by reading Hire with Your Head (4th ed, Wiley. September 2021) and becoming a participating member of our virtual book club.
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One of Stephen Covey's 7 Habits of Highly Effective People is “Begin with the end in mind.” This is great advice whenever implementing any type of process improvement program especially changing how hiring is done at your company. “Think win-win” is another one of Covey's seven habits. When it comes to hiring, this habit is doubly important. It means ensuring the new hire and the hiring manager both recognize the importance of making the right decision and both have all of the information needed to make the right one. Due to its importance this habit has been adopted as the overriding goal and theme of the new edition of Hire with Your Head and rightly called “Win-Win Hiring.” It means hiring for the anniversary date rather than the start date.
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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.
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The fourth edition of Hire with Your Head (Wiley, September 2021) will soon be published. As part of the unique book club we’re putting together for those who pre-order the book program, I’ll be selecting different sections of the book to highlight. The opening of the book makes the case that most hiring problems are strategic in nature, so I’ll start there.
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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.
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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.
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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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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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Despite its value, behavioral event interviewing (BEI) has some huge holes that can be quickly filled with help from the famed detective, Sherlock Holmes.
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In my supposed semi-retired state, I’ve been asked to help some PE and VC boards hire a number of C-level officers. Most of the job descriptions sent my way start with the classic laundry list of “must-have” experiences and competencies. As a result, they all get my classic response: “This is not a job description, it’s a person description. Let’s put the person description in the parking lot and first define the work the person needs to do to be considered successful.”
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Recruiters can play a strategic role in any company, but too often their focus is filling jobs with a reasonably competent person at a reasonable cost in some reasonable timeframe. But as far as I’m concerned, this kind of hiring is an overhead function that can be automated with some combination of an ATS, a chat bot, and a robot. A more strategic recruiter, on the other hand, is someone who can consistently raise the talent bar when the right talent is hard to find. Let the robots fill the easy positions. The recruiter of tomorrow is someone who can fill the hard roles, and take my word for it — in the future, there will be more hard ones to fill. Here’s how to get started.
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Separating sourcing from recruiting never made a lot of sense to me. Many sourcers never even talk to candidates and just pass a list of names to a recruiter. But the best candidates, whether they’re active or passive job seekers, always have multiple opportunities and convincing them your opportunity is worth considering involves just as much recruiting as sourcing. So the key is to do both to keep the best people engaged throughout the hiring process — and if you do make an offer, it shouldn’t be tied to a big increase in compensation. Here’s how to get started:
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When I first became a recruiter, one big frustration was having hiring managers reject good people for bad reasons. When this happened, the hiring manager would inevitably ask, “Do you have any other candidates?” and I would have to do the search all over again. For everyone involved — the recruiter, the hiring manager, and the candidate — this is a waste of time. And when it happens too often, it means the hiring process is broken.
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Gallup offers some after-the-fact fixes which, as far as I’m concerned, are too late to do much good. To me the cause of the problem is much more obvious: The wrong people were hired in the first place!
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Take a moment to consider the following: If your company hires 100 people in the next 12 months, that’s an annual increase in compensation costs of at least $10 million if you factor in an average total compensation of $100,000 per person. Clearly, the total cost of hiring dwarfs the cost per hire, and no matter how you cut it, that’s a lot of money. Unfortunately, much of this spend will be wasted by hiring the wrong people.
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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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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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I’ve long contended that personality style tests like Predictive Index, DISC and Myers-Briggs are inappropriate for screening candidates in or out before they’re interviewed. The problem is that these tests measure preferences, not competencies. More important, most people can modify their preferred style to meet the needs of the situation, something not even considered by these types of questionnaires. As a result, there are just too many false positives and false negatives to make these types of tests good enough for filtering candidates early in the hiring process.
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From the company perspective, one of the biggest disruptors involved replacing generic and skills-heavy job descriptions with the answer to this question: “What does the person taking this job need to do over the course of the first year to be considered both successful and highly satisfied?”
The answer resulted in a list of 6-8 KPOs (key performance objectives) describing the work the person needed to do and its importance.
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It doesn’t take a lot of insight to attribute the increase in turnover over the past 25 years to the idea that most people change jobs for the wrong reasons. For some proof, just consider this report from Gallup indicating that only 30% of the workforce is fully engaged. According to Gallup, this results in a $1 trillion problem. A more recent survey we conducted on how job satisfaction impacts job hunting status validates the Gallup study.
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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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In this podcast Lou Adler goes step-by-step through what he contends is a barometer for a company’s entire hiring process. Using this process you will only need to phone screen 10-12 people to interview 3-4 people in-person to wind-up with one great hire. Whenever these metrics are exceeded the problem is either due to ineffective sourcing or weak recruiting or assessment skills. In this podcast you’ll learn how to identify outstanding talent who will not only raise the talent bar at your company but also will accept a fair offer.
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Long ago a candidate told me he was taking an offer from another company for a little more pay, a better title and a job closer to home.
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Frequently hiring managers make the excuse that they don’t have enough time to spend with the recruiter to discuss a new job. Instead they want the job posted right away. In this podcast Lou Adler describes how this approach wastes more time than it saves and how to convert a 45-minute conversation into stronger hires.
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Leave a Comment (0) →Here is Lou Adler's Hiring Troubleshooting Guide, a comprehensive listing which outlines the hiring problem and the solution.
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In this podcast Lou Adler answers the common candidate question, "What's the compensation." Adler suggests a non-answer to understand what drives the person to excel. If your job matches this you need to pay the person whatever they need.
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Lou Adler’s Fourth Edition Book
Hire with Your Head