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Joe Shaheen

Joe Shaheen is a leading Washington, D.C., management consultant with over a decade experience in solving tough business issues with a focus on people’s challenges. He has been featured on CNN Headline News, Fox News Channel, and the Fox Business Network as an HR expert as well as numerous other media outlets. Shaheen is a former process engineer who became a recruiter, and transitioned into HR consulting some years after he earned his bachelor’s degree in Physics at 19 years of age. He earned a master’s in HR management from Georgetown and an MBA from Georgetown’s McDonough School of Business. He blogs at Http://, tweets at, and you can find his services at

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5 Predictions for Recruiting From Government Shutdown, Sequestration

by Oct 22, 2013, 6:45 am ET

Screen Shot 2013-10-17 at 2.25.19 PMThe predictions are below. You can skip the introductory setup and go right to them — just scroll down to “Predictions”

Recruiting professionals and departments across the federal and government contracting sector didn’t know what to expect from the recent federal government shutdown — the most recent shutdown was more than a decade ago, and most recruiters in this space weren’t around back then.

What we’ve heard is that some leaders of the recruiting industry propose that now might be a good time to go after that top talent that works for the federal government, and some have said that the shutdown was going to make it more difficult for federal government and federal contracting recruiters to entice private-sector employees to come into the federal sector.

But the truth is no one really knows the large-scale effect of the shutdown on recruiting departments across the entire federal sector. Though for the sizable government contracting industry supporting the federal government the answer is much more complicated. That’s where we should focus our attention for a little while. keep reading…

The Talent Management of Recruiting Professionals: An ERE Expo 2012 Primer

by Dec 15, 2011, 5:47 am ET

Most methods of hiring, retaining, developing, and managing recruiting and talent acquisition professionals are ineffective, non-strategic, and mostly outdated.

In my upcoming workshop at the spring ERE Expo, we’ll be discussing many of the common issues that are faced by those who manage and hire recruiters, and will share some of the most groundbreaking research in this arena.

For now, let’s discuss one issue in the hiring of recruiters, and one issue in the performance of recruiters and talent acquisition professionals.

Hiring Recruiters

It is safe to assume that most professionals enter the recruiting industry into highly transactional positions where performance is mostly measured by how much they “do.” keep reading…

The Freelance Economy Will Mean New Recruiting Practices

by Oct 17, 2011, 6:09 am ET

Contingent workers, consultants, and independent contractors will make up as much as 35% of the total U.S. workforce within a decade. You’ve got new challenges in attracting, and retaining this diverse type of workforce to your organization. Freelancers and free agents are different from the traditional full-time workforce in many ways, which I get into more in a longer version of this post, in the Journal of Corporate Recruiting Leadership.

For now, let me just take one challenge organizations will have in increasing their internal hiring of independent contractors, consultants, and free agents: branding. keep reading…

Making Recruiting Decisions

by Apr 18, 2011, 1:24 pm ET

In the May issue of the Journal of Corporate Recruiting Leadership, I discuss the importance and best practices of decision-making processes in the talent acquisition lifecycle. I discuss the two types of decision-making process challenges, and how you can improve your internal decision-making processes in the strategy formulation phase, the sourcing phase, and finally the screening and interviewing phases of the talent acquisition process.

The two types of decision-making process challenges are process decisions and content decisions. Process decisions deal with the efficiency, timeliness, and structure with which decisions are made in any talent acquisition process. Content decisions deal with the quality and effectiveness of the decisions generated by the process itself.

It’s important to break down your internal decision-making for analysis in this way because talent acquisition — that is the strategic function of recruiting — is essentially a decision science. And this subject is very similar to a decision science such as talent management. Of course, it is a superior science to talent mangement because the relative costs of getting your internal talent right the first time around without development, training, succession management etc, or the use of heavy internal resources is a more effective method of delivering the true value of talent to any organization.

In the article I break down several important and visible parts of the three phases that I mentioned above, provide you with analysis, and possible solutions to issues.

Briefly though, I wanted to discuss in a less formal way what I consider to be the most important part of my journal paper. I consider that part to be the strategy formulation process. keep reading…

Vision: From Pharaohs to Revolutions–an ERE Expo 2011 Primer

by Feb 23, 2011, 1:34 pm ET

In March’s ERE Expo (San Diego) I’ll be presenting the final general session on Vision and its relationship to what we do. This topic was inspired by the recent democratic Egyptian revolution in Egypt. It really made me think about so many things and I wanted to share some of them with you. At the conference I’ll share much more about my thoughts on this, but for now I’ll concentrate on the subject of having Vision and how, in so many ways, the Egyptian revolution is a result of visionary recruiting. keep reading…

Succession Management: Let us in. We can help. Sincerely, Recruiting

by Nov 10, 2010, 2:43 pm ET

In the November Journal of Corporate Recruiting Leadership, in an article titled “Talent Acquisition as a Tool of Succession Management,” I discuss talent acquisition in the context of succession management programs. I propose that our recruiting leaders are not involved enough in succession planning and the execution of those plans. You’ll get more detail in the Journal, but to summarize: Talent managers and the executive echelon can make much more use of their internal recruiting capability than they currently do. Of course, it wouldn’t be a replacement strategy but simply a way to enhance and augment corporate succession management.

I Like My People, Even if They Don’t Perform!

Talent managers, in the designing, planning, and executing of a given plan, usually restrict themselves to the question: “Who internally can I preserve or develop to replace Jane Smith if she leaves,” and disregard the question “who externally can I attract” for consideration with Jane for that same position.

The implications of not using all available sources in succession management programs and not including talent acquisition as part of the plan (which also means integrating it with workforce planning) is apparent: What can be the greatest strategic competitive advantage in the human resource and human capital management arena is reduced to nothing more than a tactical, possibly irrelevant process, likely documented on a seldom-used Excel sheet. keep reading…

Employment Branding: Satisfy the Psychological Contract

by Aug 30, 2010, 5:21 pm ET

In the September Journal of Corporate Recruiting Leadership, I write about branding in a way that, hopefully, you haven’t thought about before.

There has been a lot of talk about employment branding recently and how organizations are dedicating more and more of their resources toward their branding intitiatives. In all the noise and in the race to create the best brand something essential not just to recruiting but for the entire entry-to-exit HR process was lost. Keeping promises! That’s right — keeping promises. It’s not as boring a subject as it might seem, and I make no ethical/soft arguments toward that end in my article. Simply put, I provide evidence and a discussion that supports either promising only what you deliver, or using your employment brand as a driver to deliver more than what you promise. It’s all there in the literature. It’s even very intuitive to see, yet time and time again we see that this advice is ignored in the branding efforts of even some of the most visible organizations.

What I say in the Journal is that branding isn’t a matter of good and bad, but about how much you promise, what you promise, and what you can deliver. If you raise people’s expectations too high, and under-deliver, that’s when you’ll have a problem. keep reading…

The Recency and Primacy Effects in the Talent Acquisition Process

by Feb 25, 2010, 5:04 am ET

In the Aprilcrl_masthead 2010 Journal of Corporate Recruiting Leadership, I have an article about two very important bias factors in the hiring process. I’ll talk about them in detail and give you ideas for preventing them.

For now, I wanted to give you just a quick overview.

The two biases are the recency and primacy bias effects. keep reading…