Startups and new products handling employee referrals, screening, sourcing, background checking, healthcare recruiting, and resume-reading. All below. keep reading…
What’s New: Better Weekdays; HealthRecruit; TrueAbility; CareerSonar; Tomigo; GoodHire; Vitamin T; HireVue
Since we promote people based on their performance, why don’t we hire them the same way?
Amazon willing, my next book, The Essential Guide for Hiring & Getting Hired, will be available as an eBook on January 31. The book is written for everyone involved in hiring: recruiters, hiring managers, and candidates. This story, and many others like it, inspired me to write the book and articles on ERE, and elsewhere. The technique described as part of the intake meeting helped my win the hearts of my clients and make more placements than I could ever have imagined. It might help you the same way. keep reading…
On the way home from the diversity career fair, while writing job ads for the diversity publications, hiring the diversity consultants — while taking those positive steps forward you may, meanwhile, be doing things that cause you to take two steps back.
The Cliquishness keep reading…
Late last year, I checked with my recruiting friends (yes, I still have a few left) and colleagues as to what they thought were the worst recruiting mistakes that companies make. What they said is below. What do you think are the worst? keep reading…
We are all familiar with the story of the Yahoo CEO who took on his role in early 2012, only to be dismissed when stories arose that he padded his resume with an embellished college degree.
Many executive screening packages only look at qualifications, work history, education, and public records, that can result in “misses” like the one above.
To help develop the “big picture,” many companies are looking to add media screening when hiring at the executive level. Media screening is a comprehensive search through various databases to access thousands of news sources including newspapers, trade publications, professional journals, articles, transcripts, and numerous others. The results of this search can include award nominations and other achievements by the applicant, and community and industry association involvement, business and job disputes, references to criminal activity, or other potentially negative information.
Is Media Screening the Same as Social Media Screening? keep reading…
Great coaches don’t work with players who pass an interview. Their players are thoroughly pre-screened by skilled talent scouts who watched each and every one of them excel at the game. Only the best and most talented players ever got to meet the coach. In the corporate world, coaches would be similar to line managers. Talent scouts are represented by recruiters. But the analogy ends with titles.
HR recruiters in the corporate world don’t use tryouts, so they don’t really know whether candidates can do the job. Line managers are generally promoted into their job because they were good individual contributors, so about 70% don’t have any coaching skills at all. Just imagine what a team would be like if talent scouts used corporate recruiting methods: “Are you fast? Yes. Agile? Yes? What kind of barnyard animal would you most like to be?” And, if coaching consisted of “Do what I tell you.”
Yep, organizations seem to think advice from great coaches them all they need to know about candidate skills. But have you ever considered how great people are really selected? keep reading…
Here’s a quick look at some of the newer recruiting-technology companies you may not have heard of, from gamification to screening to a significant new “social resume” tool launching right now. keep reading…
DISC and all its variants (Calipers, Myers-Briggs, Predictive Index, etc.) should never be used to pre-screen people. At best, and if they’re not faked, these “tests” only predict preferences, certainly not competencies. At worst, they prevent diversity by eliminating the chance to see and hire people who can achieve great results but use a style different than the expected. (Note: Use these types of style indicators after you’ve narrowed the selection to 3-4 people who you’ve determined can meet the performance objectives required for success.)
Despite this predictive limitation — although it will be argued by those who use or sell them — the DISC style preferences are quite helpful for understanding how people communicate, make business and hiring decisions, and interact on-the-job.
To determine your dominate DISC style, look at the descriptions of the four styles in the graphic and select the one that best describes you. Then to validate this, answer these two questions: keep reading…
It’s all below.
Let’s start with Reqcloud, which launched about six months ago. “Nobody really knows about us,” says founder Ivan Kedrin.
I’m thinking you should, as this one may be around a while.
What’s New: HireFuel; Qwalify; Meetup; Intern Sushi; SHL; Jobsite; Hiring Bounty; Military, Young Adult Sites
Here’s a taste of a few recent new companies and other moves, from assessments to job-posting technology to screening tools, to job sites for recruiting veterans, young adults, and more. keep reading…
American Airlines may be bankrupt and struggling with on-time arrivals, but it’s hiring flight attendants for the first time in a decade, and the interest in such jobs is “unbelievable,” according to two key players at the company.
It has been a time of “uncertainty, anxiety, and extensive change” at American Airlines, involving staff reductions, health care plan changes for employees and retirees, pension changes, and asking flight attendants with 15 years’ experience if they want to call it quits in exchange for $40,000.
But life is quite upbeat at the same time. American Airlines is bringing on 1,500 new flight attendants, and just opened the hiring floodgates this month with social media and job-board postings. Quickly, 20,000 applicants showed interest.
This is a joint operation. Flight Services, with Lauri Curtis the VP, is involved, as is the “People” department. A recruitment outsourcing vendor, IBM, is also helping.
They’re not just hiring, but making changes in the workforce, the job, and the training of flight attendants. Employees used to handle either domestic or international assignments, but now they’ll be cross-trained on both. The company put in a large order for new planes, also requiring new training. And I hear the company will be rolling out a new customer-service training program.
Anyhow, Curtis and others spread word of the jobs through the American Airlines career site, as well as CareerBuilder, Twitter, Facebook, Pinterest, Google+ (something the airline, like many other companies, is still learning how to use), and in print media.
The flight-attendant ramp-up is the first substantial such hiring in 10 years at American, aside from smaller-volume hires like for Mandarin speakers. This high-volume recruiting a four-part process. keep reading…
One of my frustrations with the recently completed political campaigns was the implication that if we elected Candidate A, our business problems would be solved. You and I know that’s not true; an organization determines its own fate. We have the ability to navigate towards success — especially if you’re a recruiter or hiring manager.
Here’s a mistake holding back many businesses: recruiters and hiring managers overemphasize industry experience and immediately dismiss candidates who do not have specific job-related experience. That might be fine if you’re hiring a doctor or a mechanic. But for most jobs in the business or non-profit sectors, it’s not the right tactic.
Companies miss out on candidates who, if taught the necessary skills, could be excellent employees. It’s unwise to base your conclusions solely on a candidate’s résumé or LinkedIn profile. Always be on the lookout for people who have the personality and character that can advance your organization.
I’m known in some HR circles as the author of a hiring book, but my full-time job is president of a publishing company. A little over two years ago our operations manager resigned, and the first person I called and asked to consider the position was someone who had zero publishing experience. I knew he possessed excellent critical thinking and people management skills based on this real-life experience he and I shared.
I had crossed paths with Kyle off-and-on over the years in recreational basketball leagues. When a neighbor of mine told my wife about shoddy treatment she received from a local fitness center (where Kyle worked as a manager), I gave him a call. keep reading…
If you are into the use of technology to support the hiring process, read the recent Wall Street Journal article about algorithmic hiring.
It offers a very real glimpse into the future of hiring. To those companies who are looking for ways to increase the efficiency and effectiveness of the hiring process, the value returned by the newest wave of advanced technology can be significant.
But it would be wrong to blindly accept that computers are poised to take over the hiring process from human hands.
As a traditionalist who also embraces change and loves technology, I straddle two sides of this issue. I believe in the value of algorithms and data to help optimize and automate decision-making. However, the role of humans in the hiring process cannot and should not be replaced.
The last book I read, The Physics of the Future by Michio Kaku, provided me with some really good perspective on this issue. This is a fantastic book in which the author, a physicist, uses factual scientific information to predict what we can expect in the near future.
The author discusses the future of the workforce and suggests that by midcentury (2030-2070) almost all lower-level jobs will be automated. He goes on to suggest that the types of jobs that will not be automated will be those that require “the one commodity that robots cannot deliver: common sense.”
The inability of machines to think creatively and to have intuition creates a limitation to their use and value. So, while the wealth of information available to us will be staggering, it will still take a human brain to digest it, evaluate it, and make decisions that cannot be programmed or made using algorithms.
I could not agree more with Kaku and when it comes to machines and hiring, we need to keep a sense of realism about what we can expect machines to do. More than anything we need to see them as a helpful tool to make experts better, not as a substitute for human intelligence.
Know this about hiring by algorithm: keep reading…
How fast do you want the candidate? Many hiring managers say they need the candidate right away but drag their feet responding to qualified candidates to set up interviews. Lengthy delays in the recruiting process may convey to the candidate your organization is not interested in them and they may take another offer. If you are planning on being on vacation, out of town, or just unavailable, then this should be clear to your recruiters from the start so they can best establish the time frame expectations with your candidates. keep reading…
A little of what’s new, from a “matching” site, to video, to job boards, a tool to find passive candidates, a place to review employers in Australia … and a look at what might happen if LinkedIn and eHarmony had a baby.
Let’s start with Jobdreaming. In short, here’s how it works. A candidate (U.S. only for now) puts in the type of job they want (let’s say a design job making $50,000 within a certain number of miles radius of a given zip code). An employer — right now for free — sends in a job listing to Jobdreaming. It gets sent to candidates who match, along with a question of the employer’s choice. The candidate is still anonymous at this point. But, if the candidate is interested, they can express interest, and answer the question. The employer receives the contact information on the candidate, as well as the answer to the question the employer posed.
Jobdreaming has under 10 employees and is funded by two VC firms. In response to my question asking how this is different than the laundry list of matching sites we’ve chronicled on ERE, the company mentions simplicity. Instead of starting with a specific job description and trying to match a long list of personal traits with it, this begins with the “what do you want to be when you grow up?” concept.
Entelo’s Passive-candidate Sourcing, and More keep reading…
Take 30 seconds to read this passage from this year’s Global CEO Study from IBM. You’ll find it either unsettling or reassuring based on your recruiting practices.
For years, organizations have been embroiled in the so-called war for talent. The challenge has historically been a shortage of particular skills. But today, it’s virtually impossible for CEOs to find the future skills they will need — because they don’t yet exist. Bombarded by change, most organizations simply cannot envision the functional capabilities needed two or three years from now … CEOs are increasingly focused on finding employees with the ability to constantly reinvent themselves.
So, was that statement chilling or encouraging? If you hire based on skills only, I’d understand if you’re feeling a cold sweat coming on. Many of the skills listed on the resumes of the last dozen people you hired could be passé by the next presidential election.
But if you hire beyond skills and personality and hold out for certain character traits (which I preach in my new book Hire Like You Just Beat Cancer, where I have a the complete list of character traits plus 258 Tremendous Interview Questions), you have actually future-proofed your organization.
To ensure your team can adapt, hold out to hire candidates with these five character traits. I’ve also listed key questions you should ask during your pre-employment interviews. keep reading…
I can’t begin to estimate the amount of nonsense used to select salespeople: show me your wage reports; sell me the pencil; what animal best describes you; what is your greatest strength; describe your weakness; show me the fire in your belly …
It’s junk. All junk. Sales managers know it. And management knows it. If it was any good, 90% of all salespeople would be problem-free.
But first, let’s do a reality check. If most of your salespeople are meeting expectations, or achieving a reasonable quota, then whatever process you are using to hire, keep it up. Nothing else will make a difference. But, if you are among the majority of sales managers who just can’t seem to build a sales force of top producers, then keep reading.
Swing … and a Miss!
Sales is a tough profession. It requires more and better skills than most jobs. I know because I have been assessing and training salespeople and sales managers for an embarrassingly long time. And, aside from changes in the type and nature of the product or service, I’ve discovered all salespeople need the same five KSA’s (some KSA’s more than others). Unfortunately, when I assess them, the majority of salespeople only display two of them. keep reading…
As the new fall television shows are starting to air, viewers across the U.S. are deciding which shows they want to check out. This sort of judgment process is nothing new to recruiters. In fact, the recruiting process is much like getting a new TV show on the air. Television is broken down into three primary areas: the pitch, the pilot shoot, and the acquisition of viewers, all of which contain valuable lessons that recruiters can learn from.
Writers get at most 10 minutes to convince a network executive that their ideas are worth pursuing. A good pitch is a lot like a good job description: dynamic but concise; intriguing but clear; persuasive but direct. Here’s how to pitch a position: keep reading…
Both developments involve Monster’s cloud-based semantic search, SeeMore. Both are big news for the company, representing in the first instance a market push into the long tail of employers, while in the second, a broadening of its service offerings into non-English speaking Europe. But otherwise, the developments are unconnected.
Somewhat more than a year after Monster first launched SeeMore, Monster is now offering the service to companies with as few as 50 workers. It’s not a stripped down version, Javid Muhammedali, Monster’s director, Product Management, assured me. “We didn’t slim down the feature set.”
What the developers did do was to make some adjustments so employers without a technical staff could begin to use SeeMore right after they sign up. For instance, instead of using APIs, the SMB version of SeeMore is email-based. Send one resume, or Zip up hundreds. keep reading…
When you are battling for talent in a highly competitive environment, you are likely to encounter more than your share of failures. In fact, because underperformance in recruiting is so common, I am constantly surprised when corporate recruiting leaders have no formal process for identifying specifically why their current recruiting efforts don’t produce their desired level of results. The formal method for identifying the factors that cause a process to fail is known as “failure analysis.” But unfortunately, even though it is used throughout business, failure analysis is seldom applied to the recruiting process.
I was recently reminded of the need for failure analysis while researching the extensive recruiting problems of oil and gas firms in the booming area around Alberta, Canada. I’ll be presenting my recruiting solutions at the Talent Hub Conference, Metropolitan Centre in Calgary, on Wednesday, September 19, 2012. But if you’re not involved in the petroleum industry, don’t worry because the same failure identification and prospect research processes can and should be used in any industry. If you’re unfamiliar with the term “prospect research” it is a form of market research which involves the use of surveys and interviews to identify what worked and what didn’t work during the recruiting process and precisely what factors attract and turn off top prospects.