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John Miraglia

John Miraglia is an organizational effectiveness professional with expertise in recruitment, applicant assessment and talent reviews, performance management, and learning and development. He has extensive experience in the financial services industry. He resides with his family in central New Jersey.

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Mr. Background Check’s Checkup

by Oct 15, 2014, 12:55 am ET

Screen Shot 2014-10-07 at 2.51.03 PMScene: Antiseptic, hospital room filled with the latest diagnostic equipment. Mr. Background Check lies happily in bed, not a care in the world. By his side are his nurse and doctor.

Nurse cheerily: Good morning Doctor. How is Mr. Background Check today?

Doctor checking an exam chart: Well, let’s see … no heartbeat, no pulse, no brain waves

Nurse raises back of hand to mouth: You mean he’s …

Doctor interrupts: No, no, Mr. Background Check is alive and well.

Nurse: But how can that be? With no brain waves I’d have predicted he ‘d be (pause) gone.

Doctor: No surprise really. We could never predict very much from the information we get from Mr. Background Check

Nurse: Then why do we collect the information?

Doctor pauses, then angrily: Because we always have. That’s why.

Stage direction: Doctor quickly exits stage left in a huff. Nurse looks at Mr. Background Check, shrugs her shoulders and exits stage right.

Do you rely on the information garnered in background checks to make employment decisions? Most of us do. But, the research on selection methods’ ability to predict job success puts background checks near the bottom of the list. keep reading…

What Kindergarten Teachers Know That Interviewers Don’t

by Sep 4, 2014, 12:31 am ET

Screen Shot 2014-08-24 at 9.11.19 PMEven an average teacher knows the answers to a test before:

  • scoring the test
  • administering the test
  • teaching the lesson
  • developing the lesson plan
  • and creating the course syllabus

Compare that to state of readiness of many interviewers. keep reading…

The Ideal Profile

by Oct 21, 2011, 12:03 am ET

It is the best of times; it is the worst of times, for recruiters. Millions of high-quality potential candidates are out of work, actively seeking employment. Millions of high-quality potential candidates are employed and won’t budge for fear of LIFO.

Hiring managers can afford to thoroughly assess candidates, but they still need to proactively recruit.

Successful recruiters can manage this unique employment market by melding the initial assessment and sourcing through a dual-purpose recruitment tool: ideal profiles.

The ideal profile is not about elevating nice-to-haves to must-haves in your list of job requirements. It’s about using your knowledge of a top-performer KSAs and competencies to target your recruiting and do a more thorough, objective assessment of candidates.

What Is an Ideal Profile?

keep reading…

Using Corporate Culture in Recruiting and Selection

by May 20, 2003

In Part 1 of this article series, published in February, we discussed how to identify your organization’s culture. I argued that by adding a fourth dimension ó corporate culture ó to your traditional set of hiring qualifiers, hiring managers and human resources can determine “cultural fit”: that is, whether the candidate will be able to fully utilize the other three dimensions in the organization (i.e. maximize performance) and be satisfied doing so (retention). Now we’ll discuss how to use this important information about your corporate culture once you’ve identified it. The key to incorporating this “fourth dimension” of recruiting into your recruitment and selection process is to add more value, not more work. Use what you have; just reframe it. Here are some specific steps you can take. Competencies Identifying cultural competencies will be an important part of your recruitment and selection process. If you have competencies in place for benchmark jobs, update them to include company-wide cultural competencies. For a customer-focused organization, you probably have the following competencies for the customer service staff. Consider including some or all of these in all jobs:

Recruiting in the Fourth Dimension

by Feb 11, 2003

In many ways, Jack was the ideal candidate for International Widget. A respected, high-priced executive search firm had recruited him. After two rounds of technical and structured behavioral interviews, skills testing, and personality profiling, management and HR agreed that he would be a great new hire. Jack got the 15% salary increase he requested as well as a 10% sign-on bonus and three weeks vacation. He came on board and jumped right into his work with enthusiasm. So why after six months of employment was Jack leaving? Despite all the care, time, and expense put into recruiting and selecting Jack, one crucial element had been neglected: No effort was made to see if Jack matched International Widget’s corporate culture. Corporate Culture: The Fourth Dimension of Recruiting When recruiting and selecting new hires, most organizations use one or more sets of qualifiers (dimensions) to determine job fit. In order of use, these dimensions are: