Sitting outside my office door, a manager is interviewing a candidate in a meeting room. He is talking loudly and non-stop. The manager did not ask the candidate any questions. Even if a question was forthcoming, the candidate couldn’t get a word in edgeways. How the manager thought this technique was providing good information about a candidate, I’ll never know.
Other managers use the technique that anyone who shows up, can state their name, complete paper work, and pass the drug test gets the job. Just another warm body.
Still others don’t feel it’s necessary to prepare. They have a few stock questions they ask every candidate and if the answers are even close, the job is theirs.
Being in a job interview is not news. However, it seems that being a good interviewer just might make headlines! We’ve all been in job interviews. It’s sad to say, but most of the time, the candidate is better at interviewing than the interviewer. Having a career in HR brought this fact home to me as the opportunity to observe both candidates and the hiring manager puts me, and now you, in a rare position of sitting on both sides of the desk.
Read more: 12 Techniques For Better Interviewing
Building anything takes time and involves effort, resources, and yes, maybe even some blood, sweat, and tears. Producing high performance teams is no different. That’s why we call it Building High Performance Teams. Many professionals may think that building high performance teams begins with the hiring process; and yes, that is part of the process. However, laying the foundation begins long before that with your strategic planning process with the cornerstone being your vision, mission, and business philosophy.
Once those components are in place, then you can begin writing position descriptions for the tasks to help the job talk as to what it needs to function at an optimal level. Seeking the talent for those positions involves looking for a match in KSAs (knowledge, skills, and attributes). Remember that when you find the person with the right attitude and is a match for your vision, mission, and business philosophy, you can always train for skills. But that’s just the beginning.
Talent Management,, High Performing Teams
Read more: 6 Tools for Building High Performance Teams
Let’s face it, hiring can sometimes feel like a roll of the dice, an exasperating task, a time-consuming monster, and seemingly more trouble than it’s worth. Some team members want to examine every piece of data about a candidate, and others just want a warm body so other team members will stop complaining about all the extra work they have to perform due to a vacant position. Therefore, so many positions remain open, take forever to fill, or that warm body is brought on board. But let’s say you do everything right to hire the best candidate. You…
- Take the organization’s strategic plan into consideration
- Benchmark the job
- Write a definitive position description
- Write an attention-grabbing ad
- Use the best recruiting processes
- Conduct a strong screening process using
Read more: 7 Ways to Cure a Hiring Headache
Hiring, its tangents, trends, and techniques, is receiving a lot of attention. Yet there are only three basic techniques in procuring talent, buying, borrowing, and building. Buying talent is having someone recruit for you and paying them. Borrowing talent is hiring a contractor and paying them for a project or some period for their talent. Building talent is taking the talent you already have on board and developing it for handling more skills. However, tools and techniques surrounding the basic strategies is changing at warp speed.
Once upon a time, you could find talent writing a resume, and maybe a cover letter, sending it through snail mail, and waiting for a response. Today, talent has many options for getting your attention, and you have many more places to seek out that talent.
Read more: Tangents, Trends, and Techniques for Hiring
Recently attending a network event complete with a program, the essence of a quote from an HBR statement became glaringly apparent – along with the quasi-evidence that a stereotypical CEO is doing damage to an entire industry. Here is the scene at the front of the room consisting of about eight or so current and past CEOs and executives.
- All male
- All white
- All around 5’7” to 6’ in height
- All between 50 and 70 years of age
- Similar educations
- All of a certain religious sect (they made fun of those who weren’t – all in good fun wink, wink).
- All from the same industry
In fact, the entire room of about 100 to 125 people fit this description. Here’s the kicker, the industry is dying a slow but almost certain death. Here’s the quote from HBR on the CEO Genome Project:
Read more: The Perfect CEO
Some behavioral styles covet, chase, and create change. At the other end of the spectrum are those who appall, avoid, and avert change like the plague. In the middle are those who waver, wait, and watch change before getting on board. What does all this mean to an executive or manager tasked with making change happen?
The first group are your allies and can even help move change along. However, care must be taken that they do not create chaos, especially when change is not on the schedule. The middle group are employees whom you can expect the same from almost no matter what the change. They aren’t budging. This is not a group to spend a lot of time on trying to convince or bring on board. But they may need a change themselves – a change of team, department, or even employment. The last group will cost you time and resources.
Change Management; Business,, Behavor
Read more: Getting Employees Unstuck for Change
The plane banked at 41 degrees, when it is rare to hit a 25-degree roll. A window broke and shrapnel began spraying into the aircraft, a passenger was partially sucked out and later passed away. In another incident a flock of Canadian geese hit an airplane disabling it and ultimately winding up in the Hudson River.
When organizations hire employees, it is always best to try and match the people to the right job in terms of knowledge, skills, and attributes. The two pilots, Tammie Jo Shults and Chesley B. Sullenberger, III. (Sully), are the two pilots in the respective incidents who are responsible for saving hundreds of lives. Good job matching indeed. Having the skills to fly an aircraft is certainly a skill both pilots share. The other attribute they share is high emotional intelligence (EQ). Upon landing Tammie Jo had the presence of mind to thank the tower operators for their help. Sully had the presence of mind to keep from hitting a bridge and seeing a boat in the water thinking to land near that boat to get passengers to it upon landing. Throughout their ordeals, they both were calm, cool, and collected.
Job Matching; Talent Management
Read more: Job Matching – Not Always a Matter of Life or Death, But…
Gathering data for a variety of reasons is a big deal for business. In addition, not only are there a variety of areas a business needs to be collecting data in, but there are also a variety of types of analytics producing data such as predictive, descriptive, prescriptive, and causal analytics. Collecting any data can be time consuming and expensive. However, the answers and possible solutions data can bring are well worth the effort.
One area organizations should be collecting data in is Human Capital. While this is a new phenomenon for many, human capital analytics enjoys a long history. However, today there is a better cohesiveness and labeling around analytics. Further, there are new technologies and tools that help facilitate the gathering and interpretation of data as well as cost reduction. Yet, despite this, many organizations struggle with a few questions:
- Who should be on the analytics gathering team?
- How much should we budget for analytics?
- Which projects should we pursue?
- How should we use the data we collect?
- How can we sustain the practice of analytics?
Hiring,, HCA, Human Capital, DATA
Read more: Don’t Dump the Data Out with the Dish Water