Archive for Current Articles

The 10 Must-Read Articles for Recruiters This Week

The 10 Must-Read Articles for Recruiters This Week

A recent article from The Atlantic doesn’t mince words about the current labor market in the United States: “Quitting your job is hot this summer. More Americans quit in May than any other month on record going back to the beginning of the century.”

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Posted in: Assessing Soft Skills, Controlling Bias, Current Articles

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The 10 Must-Read Articles for Recruiters This Week

The 10 Must-Read Articles for Recruiters This Week

A recent article by Harvard Business Review points out a seeming contradiction in the U.S. labor market: Unemployment is high, yet many businesses are struggling to fill open positions. With European countries potentially heading down a similar path, it may be time for talent professionals around the globe to rethink their hiring strategies.

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Posted in: Current Articles, Recruiting & Closing, Talent Strategy

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How 'Candidate Care' Can Help You Land Talent, Even When They Aren’t Ready to Move

How

Making a job change is an incredibly big decision for candidates. It’s personal, emotional, and sometimes anxiety inducing. Additionally, sometimes the best candidates for your opening aren’t actively on the job market or ready to make a move.

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Posted in: Assessing Soft Skills, Controlling Bias, Current Articles

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Avoid This Career Limiting Mistake When Changing Jobs

Avoid This Career Limiting Mistake When Changing Jobs

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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Posted in: Controlling Bias, Current Articles, Rethinking the Job Description

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The 10 Must-Read Articles for Recruiters This Week

The 10 Must-Read Articles for Recruiters This Week

Employers and employees alike are curious about the post-pandemic workplace: What will the office look like? Will you need a proof of vaccine to enter? Who will line up eagerly to get into it and who will adamantly remain at home? A recent article in The Atlantic suggests that those who do stay at home will likely get penalized — despite the proven productivity gains that remote work generally leads to.

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Vaccination Policies: What Companies Should Consider Before Putting Plans in Place

Vaccination Policies: What Companies Should Consider Before Putting Plans in Place

The announcement that effective COVID-19 vaccines had been developed was cause for both celebration and relief. But with vaccine rollouts well underway, companies around the world are now facing a dilemma: whether or not to mandate that current employees and new hires get the vaccine before returning to the workplace.

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Posted in: Current Articles, Quality of Hire, Talent Strategy

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How Employee Stories Can Help You Build a More Inclusive Workplace

How Employee Stories Can Help You Build a More Inclusive Workplace

When you go to the doctor, it’s natural to talk about the symptoms you’re experiencing. While medical tests will be critical to judging your health, a doctor can make a better assessment when you share details of how your life is changing and what pain you might be feeling. The same can be said about measuring diversity and inclusion.

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Posted in: Current Articles, Recruiting & Closing, Talent Strategy

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The 10 Must-Read Articles for Recruiters This Week

The 10 Must-Read Articles for Recruiters This Week

After the release of the latest U.S. jobs report, pundits, politicians, and journalists alike have been theorizing as to why the numbers were so disappointing. After all, across the country vaccination rates are trending up, lockdown restrictions are easing or lifting entirely, and businesses and offices are opening up.

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How to Develop Assessments That Will Help You Hire for Skills, Not Schools

How to Develop Assessments That Will Help You Hire for Skills, Not Schools

In a 2017 report, researchers from Harvard Business School, Accenture, and Grads of Life discovered that in the United States alone, 6 million middle-skills jobs were at risk of “degree inflation” — the practice of requiring or preferring a college degree for jobs previously held by people without one. This not only created unnecessary barriers to entry for countless skilled job seekers but also made it harder for companies to hire, with two-thirds of employers struggling to fill these roles.

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Gold Medal–Winning Paralympian Shares 5 Tips for Creating a More Inclusive Workplace

Gold Medal–Winning Paralympian Shares 5 Tips for Creating a More Inclusive Workplace

Liz Johnson has a pretty good idea of just how much people with disabilities can do.

Liz has cerebral palsy, which has left her right side much weaker than her left. She’s won gold medals in swimming at the Paralympics and the world and European championships and set world records i

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Posted in: Assessing Soft Skills, Current Articles

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These InMails Get the Best Response Rates, LinkedIn Data Reveals

These InMails Get the Best Response Rates, LinkedIn Data Reveals

They’re a good indicator of candidate engagement, but they also mean recruiters are getting more bang for their buck from their InMail allotment. Recruiters earn an InMail credit back if their message receives a response within 90 days — so response rates reflect both candidate engagement and recruiter efficiency.

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Posted in: Current Articles, Performance-based Interview

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The 10 Must-Read Articles for Recruiters This Week

The 10 Must-Read Articles for Recruiters This Week

Wild horses are often seen as a symbol of the American West, but in what could be a first in the corporate world, Tesla is showcasing the animals as a part of a recruiting effort. “Come work at the biggest [and] most advanced factory on Earth!” tweeted CEO Elon Musk when the company opened its new plant in a remote area of Nevada. “Located by a river near the beautiful Sierra Nevada mountains with wild horses roaming free.”

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Posted in: Controlling Bias, Current Articles

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Dump Your Job Descriptions and Hire Stronger Talent

Dump Your Job Descriptions and Hire Stronger Talent

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

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Recruiters Must Master These Critical High-Touch Skills to Stay Relevant

Recruiters Must Master These Critical High-Touch Skills to Stay Relevant

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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Posted in: Assessing Soft Skills, Current Articles

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How to Increase Quality of Hire by Only Sourcing Semi-finalists

How to Increase Quality of Hire by Only Sourcing Semi-finalists

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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Double Your Productivity With These 6 Recruiting Tips

Double Your Productivity With These 6 Recruiting Tips

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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Posted in: Current Articles, Passive Candidate Recruiting, Recruiting & Closing

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10 Ways to Avoid Making $100,000 Hiring Mistakes

10 Ways to Avoid Making $100,000 Hiring Mistakes

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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Stop Turnover: Give Everyone a 20% Annual Increase

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

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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When Personality Tests are Useless for Hiring and When They're Mandatory

When Personality Tests are Useless for Hiring and When They

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

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Headhunter Secrets for Acing the Interview

Headhunter Secrets for Acing the Interview

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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Eliminating Turnover Requires a Lot More Commonsense and a Lot Less A

Eliminating Turnover Requires a Lot More Commonsense and a Lot Less A

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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Posted in: Current Articles, Rethinking the Job Description

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

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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The Power of the Exploratory Phone Screen

The Power of the Exploratory Phone Screen

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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Hiring for Performance Not Skills

Hiring for Performance Not Skills

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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Lou Adler's Hiring Troubleshooting Guide

Here is Lou Adler's Hiring Troubleshooting Guide, a comprehensive listing which outlines the hiring problem and the solution.

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Handling Compensation

Handling Compensation

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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