Category Archives: Hiring Talent

Looking to Push Back

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I could see Byron looking for a lame excuse to push back from the idea that, as the manager-once-removed, his job is to create the talent pool from which the hiring manager makes the selection.

“Let me get this straight,” he started. “The open position is for a high level supervisor, Stratum II role, time-span – nine months. Ron is the hiring manager, one stratum above. I am the manager-once-removed, two strata above the open position. And I am supposed to create the talent pool that Ron picks from?”

“You have it. That is your role,” I replied.

Byron was shaking his head. “But, I don’t have time for all this. I have some very important projects that I have to work on. This is just a supervisor position.”

It was my turn to nod. “Yes, it is a supervisor position. And if Ron makes the wrong hire, how much of your time will you have to spend coaching Ron on how to deal with this bad hire? You can spend the time now to help make a proper hire, or you can spend the time later dealing with the mistake.

“Which course of action contributes to productivity?” I continued. “Which course of action builds a better infrastructure? What more important project do you have to work on, than building this infrastructure in your department?”

Unqualified Candidates on the Short List

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Orientation for our next Hiring Talent online program starts next Monday. For more information or pre-registration, follow this link Hiring Talent – 2013.
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“I guess I have my receptionist and a lower level supervisor sorting the resumes up front,” Byron replied. “They do the initial screening to toss out the candidates who aren’t qualified or who are overqualified. Look, I don’t want to waste the time of my hiring manager.”

“Let me get this straight. The open position is for a high level supervisor with a level of work around nine months time-span? You are right, I don’t want to waste the time of your hiring manager. Your hiring manager will have difficulty making this decision anyway.”

“What do you mean? Ron is the hiring manager,” Byron replied, backpedaling. “This hire will be on his team.”

“Yes, but Ron gave you these three resumes, right?” I looked at Byron sideways. “How would you rate capability for these three candidates?”

“Well, they are clearly not qualified for the position. They are barely supervisor material, the level of work in their prior experience is nowhere near the level of work for the role we have.”

“So, why did Ron pick these people over other candidates?”

“Well, he said these candidates were the only ones in our budget.” Byron’s face betrayed puzzlement. He suddenly no longer believed Ron’s reason. “But, the pay bands for this position are clearly above the salary requirements of these three candidates.”

“Byron, you are the manager-once-removed in this hire. You clearly see the situation. You are in the best position to see the sweet spot in the candidate pool, yet your screening process depends on the judgment of others that puts unqualified candidates on your short list. In what way could you contribute, as the manager-once-removed, to make this process more effective?”
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Just released on Kindle. The only book on hiring that blends the research on levels of work with the discipline of behavioral interviewing. The research on levels of work, pioneered by the late Elliott Jaques, is powerful science. The discipline of behavioral interviewing is the most effective method for its application. This is the only book that puts these two ideas together in a practical framework for managers faced with the hiring decision.
Hiring Talent

Great System to Get the Wrong Candidates

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“It’s really difficult to find good people out there, these days,” complained Byron. “Look at these resumes.”

He pushed the stack over to me. I glanced at the page on top.

“I will take your word, that none of these resumes meets the standards you are thinking for the job. Tell me, how did these resumes make it to your desk?”

“Oh, we have a good process to weed out the bad ones,” Byron replied. “By the time they get to me, I should only see the top three or four candidates. But none of these people are qualified.”

“Do you think some overqualified people got cut from the stack?” I asked.

“Oh, sure, our people know what we are paying for the job and they can spot someone who is overqualified as easily as those who are under qualified.”

“And who is involved in this process?”

Byron’s head turned to the side and his eyes went up to the far wall behind me. “Well, the hiring manager.”

“So, the hiring manager directly receives the emails from your job posting?”

“Well, no,” Byron backpedaled. “I don’t want to burden him with looking at all the resumes, so we have them sent to a generic email box. Irene is our receptionist, and she opens the emails and prints out the resumes.”

“And she delivers all of them to the hiring manager?”

“Well, no, she, well, first she sorts them, so they are organized. She puts all of the ones from out-of-town in one stack and all the local ones in another stack. I think she also checks to make sure they have two years experience. I don’t want the hiring manager wasting his time.”

“And then she delivers them to the hiring manager?” I asked, trying to get the details of the sequence.

“Well, not exactly,” Byron continued. “Irene then gives them to one of the supervisors to cull over. I really don’t want the hiring manager wasting his time on unqualified resumes.”

“I see,” I nodded. “I think I am getting the picture.”
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Just released on Kindle. The only book on hiring that blends the research on levels of work with the discipline of behavioral interviewing. The research on levels of work, pioneered by the late Elliott Jaques, is powerful science. The discipline of behavioral interviewing is the most effective method for its application. This is the only book that puts these two ideas together in a practical framework for managers faced with the hiring decision.
Hiring Talent

Hiring Talent, the Book, on Kindle Now Available

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It leaked out, cat’s out of the bag, no longer under the hat. Hiring Talent, the book, is now available for Kindle.

Hiring Talent, Decoding Levels of Work in the Behavioral Interview

HTLookInside

Based on my classroom course and based on my online program, Hiring Talent is now available for download in the Kindle store. If you would rather hold the print version in your hand, you will have to wait a couple more weeks as it goes to press.

This is the only book on hiring that blends the research on levels of work with the discipline of behavioral interviewing. The research on levels of work, pioneered by the late Elliott Jaques, is powerful science. The discipline of behavioral interviewing is the most effective method for its application. This is the only book that puts these two ideas together in a practical framework for managers faced with the hiring decision.

On March 4, 2013, orientation starts for our next group in the online program based on this method. If you want more information, or if you would like to pre-register, follow this link – Hiring Talent – 2013.

Capability in the Team

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I was talking with Claude, a supervisor, about his team. “Those two over there, are the new guys, one has been here a month, the other just got out of orientation last week. They are learning, but it will take them a while to catch on to how we do things around here.”

“How often do you have to check up on them?” I asked.

“In the morning, we go over the work orders from the production schedules. A little huddle meeting. I check back in about 15 minutes to make sure they are moving in the right direction. Then, they’re good for a couple of hours. Right now, I am not as worried about their production output as much as doing the work correctly.”

“And the rest of your team?”

“The rest of the crew has been here at least a year, some, four or five years. They know what to do. For them, our morning huddle is as much social as it is to look at production for the day. I walk the floor a couple of times, morning and afternoon, just to see if they have questions, admire some of their handiwork.”

“When they run into a problem, how do they solve it?” I pressed.

“There are some things they can try, but if they can’t figure it out pretty quickly, they either come to Tony, or me?” Claude replied.

“Tony?”

“Tony is the team leader. Sharp kid. Only been here two years, great technician, twenty-eight years old.”

“So, how does Tony solve problems?” I was curious.

“Same as the other guys, but he is quick. If one solution doesn’t work, he has something else to try. If that doesn’t work, he tries something else. Boom, boom, boom, problem is usually solved. When I have to be out of the office, or on vacation, Tony is my assistant. I can leave him in charge, and not worry. But Tony won’t be with us much longer.”

“Why’s that?”

“I was talking with my manager. She has had her eye on Tony since the beginning, thinks he ready for supervisor training?”
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Orientation for our online program Hiring Talent kicks off tomorrow. Registration is now open. Follow this link for more information. Hiring Talent – 2013.

Not a Matter of Training

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“And that’s where he stops. He can keep one or two machines busy, but we have fifteen machines and plenty of work for all of them.”

“Who was the supervisor before Ryan got hired?”

“Oh, he was a good guy, kept the place humming. Got promoted to our other plant in Michigan,” Drew explained.

“And there was no one else on the production crew that could take over?”

“No, a good technician doesn’t necessarily make for a good supervisor. It’s one thing to push out today’s work. Totally different to make sure all the machines are scheduled for each shift for the next three weeks. Lots of moving parts.”

“Can’t you train someone?” I probed.

“It’s not a matter of training,” Drew shook his head. “Some people have it and some people don’t.”

“So, what is it, that some people have and others don’t?” I wanted to know.
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Orientation kicks off this Friday. Registration is now open for Hiring Talent – 2013. This is the only program that blends Elliot Jaques’ Levels of Work with the Behavioral Interview. This 6-week online program is practical, hands-on, coached by Tom Foster. Follow this link for more information and registration.

Why Can’t Ryan Handle It?

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Drew was beside himself. “I don’t know why Ryan can’t handle this job. We asked him all the questions in the interview. We were quite thorough. He knows the name of each piece of equipment. He can tell you exactly what it is used for, how it is used. We even have trained technicians for him to manage to run the equipment.”

“What’s the problem?” I asked.

“All he has to do is keep the equipment busy. We have sales orders that come out of the front office. All he has to do is look at the sales orders, translate those into work orders, make sure we have the right materials in stock and schedule the work on each machine.”

“And?” I pressed.

“And that’s where he stops. He can keep one or two machines busy, but we have fifteen machines and plenty of work for all of them.”
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Registration is now open for Hiring Talent – 2013. This is the only program that blends Elliot Jaques’ Levels of Work with the Behavioral Interview. This 6-week online program is practical, hands-on, coached by Tom Foster. Follow this link for more information and pre-registration.

The Two Big Lies

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This Friday, we kick off registration for Hiring Talent – 2013. This is the only program that blends Elliot Jaques’ Levels of Work with the Behavioral Interview. This 6-week online program is practical, hands-on, coached by Tom Foster. Follow this link for more information and pre-registration.
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Reading off the resume, Drew leaned forward. “Ryan, your last job is almost exactly like the opening we have here. I’m not making an offer, but when would you be available to start?”

Ten minutes and two questions later, Drew was nodding, “Ryan, what do you say, let’s take a quick tour of the facility?”

“Okay,” Ryan replied, scratching his head.

It was a quick tour. Drew figured luck was on his side to find someone so early in the interview process.

Ryan was a little surprised at the size of the machines on the shop floor. They were bigger than they looked in the pictures on the internet. But, he kept smiling. And it was loud. Someone from the floor asked a question that he hardly understood, but the smile on his face covered his absence of understanding.

“What do you think?” Drew shouted over the noise. “I know we are a smaller operation than your last job, but you can handle this, right? And do you really think you could start on Monday?”

Ryan drew in a deep breath, preparing to tell the two big lies, “Yes, I can,” and “Yes, I will.”
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Thanks to Jerry Boyle, from Pinpoint Profiles, for telling me about the Two Big Lies.

Hiring Talent – Registration Open

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We are gathering the next group for our online program Hiring Talent, which kicks off January 25, 2013. As this economy (slowly) recovers, your next hires are critical. This is not a time to be casual about the hiring process. Mistakes are too expensive and margins are too thin.

This is the only program that combines an understanding of Levels of Work with Behavioral Interviewing. The research on Levels of Work is powerful science. The discipline of behavioral interviewing is the methodology for its application. This is the only program that puts these two ideas together in a practical framework for managers faced with Hiring Talent.

Purpose of this program – to train managers and HR specialists in the discipline of conducting more effective interviews in the context of a managed recruiting process.

Candidate Interview

How long is the program? We have streamlined the program so that it can be completed in six weeks. We have also added a self-paced feature so participants can work through the program even faster.

How do people participate in the program? This is an online program conducted by Tom Foster. Participants will be responsible for online assignments and participate in online facilitated discussion groups with other participants. This online platform is highly interactive. Participants will interact with Tom Foster and other participants as they work through the program.

Who should participate? This program is designed for Stratum III and Stratum IV managers and HR managers who play active roles in the recruiting process for their organizations.

What is the cost? The program investment is $499 per participant.

When is the program scheduled? Pre-registration is now open. The program is scheduled to kick-off February 1, 2013.

How much time is required to participate in this program? Participants should reserve approximately 2 hours per week. This program is designed so participants can complete their assignments on their own schedule anytime during each week’s assignment period.

Pre-register now. No payment due at this time.

January 25, 2013

  • Registration Opens

February 1, 2013

  • Orientation

Week One – Role Descriptions – It’s All About the Work

  • What we are up against
  • Specific challenges in the process
  • Problems in the process
  • Defining the overall process
  • Introduction to the Role Description
  • Organizing the Role Description
  • Defining Tasks
  • Defining Goals
  • Identifying the Level of Work

Week Two

  • Publish and discuss Role Descriptions

Week Three – Interviewing for Future Behavior

  • Creating effective interview questions
  • General characteristics of effective questions
  • How to develop effective questions
  • How to interview for attitudes and non-behavioral elements
  • How to interview for Time Span
  • Assignment – Create a bank of interview questions for the specific role description

Week Four

  • Publish and discuss bank of interview questions

Week Five – Conducting the Interview

  • Organizing the interview process
  • Taking Notes during the process
  • Telephone Screening
  • Conducting the telephone interview
  • Conducting the face-to-face interview
  • Working with an interview team
  • Compiling the interview data into a Decision Matrix
  • Background Checks, Reference Checks
  • Behavioral Assessments
  • Drug Testing
  • Assignment – Conduct a face-to-face interview

Week Six

  • Publish and discuss results of interview process

Pre-registration is now open for this program. No payment is due at this time.

When Can You Start?

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In the unfamiliar conference room, Ryan was nervous. He was early for his interview. Alone, he could smell the fresh polish on his shoes. His untouched coffee grew cold. The door swung wide, and in walked Drew, the hiring manager.

Drew was cordial enough, but distracted. He was in the middle of a meeting when Ryan’s arrival was announced. He had planned to prepare better for this interview, but time got away from him.

“Thanks for coming in,” Drew began, glancing over the resume. “We could use someone with your talents.”

Ryan’s professional resume was impressive. It was mostly true, with only some minor exaggerations. Drew glanced at his watch, wondering how long this interview would take. He was really busy this morning.

Ryan had practiced for this interview with a headhunter, so he was ready for the first three questions, verbatim from his role-play sessions. He had printed out and studied the company website, so he made it sound like he already worked there.

Working off the resume, Drew leaned forward. “Your last job is almost exactly like the opening we have here. I’m not making an offer, but when would you be available to start?”

Drew had made his decision in the first three minutes. He was about to make a fatal mistake.
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This Friday, we kick off Hiring Talent – 2013. This 4-week online program is practical, hands-on, coached by Tom Foster. Follow this link for more information and pre-registration.