With AI, there’s a new math for hiring. It turns out everyone can now be in the top half of the top half. To get there candidates and hiring managers both need to be more discriminating and make wiser decisions. Getting to the top 10% takes a little more effort. For some it’s worth it.
The "Win-Win" Performance-based Hiring Articles, Insights and Podcasts
I uploaded this PDF describing the 12 factors in our Hiring Effectiveness Index (HEI) into ChatGPT. I then asked if the scoring system would help a company identify potential problems in its current hiring processes.
Spoiler alert. This could be scary. It represents the future of hiring.
I just used ChatGPT to fundamentally change how job candidates will be sourced, assessed, recruited and managed in the future. Here’s how to get started. If you dare.
It’s important to note that using behavioral interviewing #BEI without a detailed job analysis pretty much invalidates the entire interview. Without knowing how a skill, competency or behavior is actually used on the job, the assessment is left to the interviewer’s biases and perception of the job and how well the candidate presented their answer.
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.
I’ve always found it odd – maybe even dumb – to hire people based on their skills and depth of experience without telling them much about the job until they start. Then to determine if they are good or not after they’re hired, we assess them on their performance doing some job they weren’t assessed on.
If your tactics, techniques, and technologies don’t support your talent strategy, you won’t be seeing or hiring too many good people.
Long ago a CEO for a mid-sized company asked me how much experience a person needed to have to be the VP Operations for his company. My glib response then was, “Enough to do the job. It’s what people do with what they have, not what they have that matters. Some people need more experience to do the same job and others need less.”
A client recently asked if we could update our performance-based interview to assess remote and hybrid workers for different professional staff roles.
I’ve just wrapped up recording a new course for LinkedIn Learning (available in Q2, 2023). The core theme of this new program is that by embedding post-hire success into the pre-hire sourcing and interviewing process it’s possible to attract and hire a different type of candidate. These are people who are more diverse, who have less traditional backgrounds, who are more focused on learning and development and who are more interested in long-term vs. gig employment. Achieving this goal requires a different process at every step from how jobs are defined to how candidates are onboarded and managed.
The other day someone asked me if she should quit her job. I handed her the graphic shown above and told her to rank the six factors on a 1-5 scale from terrible to outstanding.
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:
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.
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.
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.
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.