Posts Tagged ‘hiring’

Hiring Managers … Helping or Hurting the Process?

Wednesday, March 5th, 2014


“In the last few years, corporate recruiters have mastered new tools and disciplines – social sourcing, building online talent communities, talent branding, etc. It’s time for hiring managers to up their game too, contribute more actively to the hiring process and build a true strategic partnership.”
- Francois Dufour, 5 Ways Hiring Managers Fall Short on (Working With) Recruiting

We could not agree more.  Hiring managers have an obligation to ‘step up their game’ and take an active role in the hiring process – hence the name “Hiring Manager.”  From our perspective, some of the same problems that are identified in the article above apply to Recruiters.

Consider these ideas:

  1. Use the Company Persona to help recruiting have a clear picture of the type of person you want to hire.  You can modify existing Personas to meet the unique needs of your department or team.
  2. Enlist your Ambassadors. Social media, job boards and typical recruiting venues are good but not always the place to find the right employees.  Great employees usually have great friends.  Enlist your best employees to help you find potential new hires.  If they love what they do, they are out there raving about the company. That can work for you.
  3. Be part of the process. This means not only being involved in the pre-boarding process of recruiting and selection but once the offer has been made, the Hiring Manager must lead the onboarding process.  The faster a new employee is connected and engaged the more productive and satisfied she will be.

Hiring Managers play a critical role in identifying, connecting and engaging the right talent. Don’t take the job for granted. It takes time, effort and thinking outside the box to find the right people,for the right job, with the right company.


My Five Favorite Interview Questions

Tuesday, September 25th, 2012

By Guest Blogger, Tim Fulton

I have been involved in a lot of interview situations both as the one conducting the interview and also as the one being interviewed. I have made a lot of mistakes on both sides. Based on that experience, here are my five favorite interview questions.


#1. “What do you know about this organization?”

Typically, this is my first question. It amazes me that in this information world that we live in how many job applicants know very little about the company they are interviewing at. For me, this is an early test as to how much this candidate is truly interested in this job. Can you imagine interviewing for a job and not doing your due diligence ahead of time to see what the company does? Happens far too frequently.

#2. Behavioral Interviewing questions.

These are the best questions you can possibly ask in a job interview. The best predictor of future behavior is past behavior under similar circumstances. These questions focus on past behavior. Almost all Fortune 1000 companies use behavioral interviewing questions and likewise very few small businesses do.

As an example, imagine you are looking for a customer service representative who is good at dealing with difficult questions. An example of a behavioral interviewing question would be the following:

“Provide for me the most recent example of a time you had to deal with a difficult customer. What did you do? What was the result of your actions?”

Experts suggest that at least 50% of your job interview should be spent asking these questions. The key is to direct these questions at each of the key job characteristics you are most interested in. These are difficult questions to ask and even more difficult questions to answer. They will also provide you with much of the data you will need to make a good hiring decision.

#3. “Are you lucky?”

I love this question. My favorite answer is “Very lucky.” I am not interested in “lottery luck” here. I am looking for candidates that when they find themselves in a favorable position in life, they take advantage of it. It’s not enough to just recognize when you have an opportunity. It’s all about what you do with that opportunity.

In Malcolm Gladwell’s best-selling book “Outliers”, he describes three attributes of an Outlier. One of them is “being lucky”. An Outlier is someone is who among the elite in whatever they do like a Bill Gates, a Hank Aaron, or even Albert Einstein.

#4. “What will your last boss tell me about you?”

Most of the time we ask for references from the job candidate. More than likely one of those references will be from a past boss. Why wait to contact this person? Why not ask the candidate what he/she expects I will hear from this person. I like this question because it forces the individual to evaluate themselves through the eyes of an objective third party. It also saves me from having to hunt down their last boss by phone.

#5. “What do you enjoy doing most outside of work?”

Seems like an “easy” question. A “soft” one. Reality is, this may be the most important question you ask. When I am interviewing someone I am trying very hard to determine”fit”. Will this person “fit” in this organization? Is there an alignment between our core values and those of the candidate?

One of the best ways to determine one’s core values is to discover what they do outside of work with the valuable time they have. Maybe it’s time with family. Playing tennis. Traveling. Reading. Working out. Each of those activities hints toward a particular core value.

  • Time with family = Strong family value
  • Playing tennis = Competitive value
  • Traveling = Could represent several values. For me it suggests a need for Adventure
  • Reading = Learning
  • Working out = Staying healthy

If my organizational core values match these values, I have a good fit and potentially a good hire.

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For more information about Small Business Matters and Tim Fulton:

Tim Fulton, Vistage Group Chair |

Employee Survey Data, Check..Now What?

Wednesday, January 4th, 2012


By Cathy Missildine-Martin, Intellectual Capital Consulting, Guest Blogger

Many companies conduct annual employee surveys. The data comes in and is reported on and then we wait for the next year for the next results. The results come in for year 2 and they are exactly the same or in some cases scores have gone down.

This begs the question, what can you do with employee survey data?

Here are some best practices we have used with our clients over the years:

1) As soon as possible communicate high level survey results back to employees. If you have decided on actions that will be taken as a result of the survey scores, then give your employees an overview of those actions. If not, let your employees know more communication will follow when those decisions are made.

2) Make sure you understand which questions (categories) impact employee satisfaction. If your survey has 30+ questions, you need to know which ones impact satisfaction and which ones do not. A regression will get to this information and will prioritize where you need to spend your time and resources.

3) Sometimes, follow up is required to understand what is needed to make scores change. For example, if you score low on internal communications, you need to get to the “why” and the “how to improve.” This data is hard to get to in a survey format so follow up is required.

4) Action planning is a must. Period. If you don’t spend time by department on how you are going to move scores or sustain good scores, then you surveyed your employees for nothing. Make sure managers are debriefed on their own scores and action plan on them as well.

5) Make sure managers are held accountable for their scores. What measured gets done. If survey scores are not tied to manager’s performance it is highly unlikely that anything will change.

6) Use the data. Employee satisfaction data is a very important data set. It can be analyzed with other data to uncover valuable insight. For example, correlating employee satisfaction data with performance scores and turnover can tell you if you are at risk for losing your highly engaged and high performers. Wouldn’t that be nice to know?

Bottom line, don’t just survey your employees and do nothing with the data. It is a valuable data set especially if acted upon.

What are your best practices when it comes to survey data?


Cathy Missildine-Martin
Co-Founder, SVP of Sales & Marketing
Intellectual Capital Consulting, Inc.
(678) 797-5331

Hire Superstar Talent Fast

Thursday, April 21st, 2011


A recent blog, Hire Superstar Talent Fast by Bill Taylor, talks about the war for talent raging in Silicon Valley. Taylor asks:  How do companies find, recruit and land the most gifted performers in their fields?

He cites three strategies by human resources expert Dr. John Sullivan that were published in Fast Company’s “How to Hire the Next Michael Jordan” more than 12 years ago. Here are Sullivan’s hiring strategies, with WOW! transformations’ beyondboarding™ twist:

1. Move from coincidence hiring to continuous hiring. “Traditionally, companies get serious about hiring when they have a specific opening: ‘Our vice president of marketing quit, so we need a new one.’ I call that approach ‘coincidence’ hiring: ‘I happen to need a basketball player today. Did Michael Jordan happen to quit his job?’ The odds that he did are not very good. So what are the odds of your landing him?”

From a beyondboarding™ perspective this is so important.  The first step in pre-boarding is to ensure your organization is set up properly so you can source and select the right talent for your needs, not just fill an open position on the org chart. Managers need to constantly look for the best and the brightest out there, building a strong bench of talent to select and develop.

2. Hiring is too important to be left to HR. “Hiring great people is not the responsibility of HR. It’s the responsibility of every single manager. There are lots of reasons for this: If you are the leader of a great marketing team or of a great product-design team, no one outside your group — no human-resources specialist — can understand the kind of superstar who will make a difference in your work.”

From a beyondboarding™ perspective, it is a joint effort between HR and Staffing, and the Hiring Manager.  HR and Staffing can help you in your efforts but it’s your organization that bring the new talent on board. It’s ultimately the responsibility of the hiring manager to ensure new employees will formally and informally fit within the organization, the department and the team.  HR and Staffing is not responsible for this – they are there only to support your needs.

3. If you want to hire smart, hire fast. “Great people usually won’t leave their current job unless there is an external triggering event: Maybe they’ve turned 40; maybe they’ve gotten divorced; maybe their company has been bought. So companies that are serious about hiring will keep track of great people and will be on the lookout for such triggering events. And when such an event happens, they’ll make their move fast.”

From a beyondboarding™ perspective, in this current environment the best talent is not jumping ship yet but just wait!  High potentials are just waiting to the perfect company to come along and meet their needs. You will want to make sure that your pre-boarding process is efficient and streamlined, between HR and Staffing, and the Hiring Manager to ensure you are doing what it takes to get the right people in the door before someone else snags them.

As Bill Taylor proposed … How are you waging the battle for talent? Why do you think you’re going to win?

The USA Today headline on March 30, 2011 read…

Monday, April 4th, 2011


Hiring is hot again for the tech sector … meals, iPads used to lure workers.

I read this article as I was heading home from the three-day Chief Learning Office (CLO) Symposium in Amelia Island, Florida.  It was three great days of meeting learning and development professionals from large and small companies around the country.  We learned about the latest trends in learning and development, experienced the Virtual Learning Environment (the hottest trend) and discussed the challenges around talent development.

The information in this article fit as I reflected back on presentations about talent and conversations focused on recruiting, hiring and engaging workers. The CLO’s of companies will be busy!

Get ready to sharpen your pencils and create new, innovative initiatives to onboard your new employees faster and better. But more importantly, get ready to design and implement development initiatives that will keep them engaged and retained for years instead of months, becoming fully functioning members of your company.