How prepared are you to engage in the process of hiring talent?

Preparation saves time in the long run. If you post a position and receive 200 resumes in response, how can you sift through to the right candidates? The only way to efficiently and effectively do this, is through preparation. And in my years, this preparation is only haphazardly done.

Yesterday’s comments drew fire related to Stupid Hiring Questions. Both responses centered around efficiencies in the process, to quickly eliminate unqualified candidates in the interview.

By the time I get to the face-to-face interview, I should only be dealing with the highest probability candidates. But getting to the highest probability candidates still requires hard work.

• Resume Review
• Telephone Screening
• Telephone Interview

Most managers miss the telephone screen. The telephone screen is based around five central questions related to the critical role requirements. It is based on an agreement with the candidate that this phone call has a short time commitment of five minutes or less to answer only a few basic questions. In most cases the telephone screen will last three minutes or less. It is highly efficient in qualifying candidates, allowing us to spend more time with only the best candidates.

If you are interviewing candidates for a position, buyer beware. Here is what you are up against.

While you and your management team are flipping a coin to see who is going to handle the interview, your candidate is in a seminar with a professional coach with the sole purpose to beat you. The stakes are high. The candidate has nothing to lose, everything to gain. And they WILL beat you. This comment posted by a professional coach to demonstrate how the candidate takes advantage of STUPID INTERVIEW QUESTIONS by unprepared managers.

Janet Palmer – Communication Excellence Institute comments, “From the interviewee’s perspective, ‘Tell me about yourself’ is a great question! It allows the candidate to talk about his or her background and capabilities, and how they link to the job description and needs of the hiring organization. For over 20 years, our firm has successfully coached high-level candidates to take full advantage of the wonderful opening question–“Tell me about yourself” or “Tell us why you are interested in this position,” which are essentially the same question–and to respond clearly and directly to the match between the candidate and the position for 3 to 4 minutes, the time during which serious first impressions are made. Our logic (proven by positive results) is that if the candidate can dominate the first critical 3.5 minutes of the interview (as suggested by research), then he or she has the greatest ability to make a favorable impression that is likely to last. I frankly hope interviewers never stop asking that opening question! It’s a gift to the smart candidate.”

And yes, one of the most STUPID INTERVIEW QUESTIONS is “Tell me about yourself.” But not as STUPID as “Tell me where you would like to be in five years.”

Both of these questions allow the candidate to talk in non-specific, inflated, exaggerated drivel. Which is exactly what they are coached to do. One of the Big Five Mistakes made by managers is –

• The manager loses control of the interview.

Most managers lose control because they are not prepared to ask the real questions that would be helpful in making a sound decision. And if the manager is not prepared, the candidate is trained to take over. Janet is right. It is a GIFT to the candidate.

The third Big Mistake managers make in the hiring process.

• Manager allows bias and stereotypes to influence the process.

Why?

It’s not that bias and stereotypes are bad. Bias and stereotypes are normal. We all have them. The problem, in the hiring process, is that we make selection decisions based on this bias.

Look, we can’t help having those impressions. They exist. And in the mind of the interviewer, they are formed and connected within seconds of the candidate entering the room. But that’s not the problem either.

The problem is that we allow those bias to make our decisions for us.

The problem, for most managers, is they arrive in the interview without preparation, perhaps 3-4 written questions to ask the candidate. From there, the interview crumbles into unproductive nonsense. Silly hypothetical questions are followed by a plant tour. In the end, the manager has insufficient data to make a decision, so the only criteria left are those impressions formed in the first few seconds of the interview. Back to bias and stereotypes.

Solid preparation is the antidote.

Second on the list of the top five mistakes managers make in the hiring process:

• Manager misinterprets responses in the interview.

Why does this happen? One simple reason. Managers misinterpret responses because they try to interpret responses. Stop trying and you will improve your batting average.

In our Time Span Workshops, I ask how many have taken a psychology course. Lots of hands get raised. Then I ask who has degrees in psychology, very few hands go up. Advanced degrees? No hands go up.

“So, no one in this room is certified by the state to practice psychotherapy or psychoanalysis?” All eyes avoid the question.

Managers misinterpret responses during the selection interview, because they try to play amateur psychologist. Don’t play amateur psychologist. You will improve your decisions in hiring talent.

Yesterday, we talked about the scrutiny, vetting and due diligence we give to a capital budget item like an expensive machine, yet the approach to hiring is less formal, often missing pieces of due diligence. This casual approach is the beginning of a process that spells mismatch, underperformance, compromise and grief.

In a comment yesterday from Michael Cardus, he ends with this statement. “As people we can pass judgment on a machines value, a dis-comfort comes from judging a persons value.”

And yet that is the task in the hiring process, to render a managerial judgment about a person’s potential value to the organization. Why is this so uncomfortable?

Here are the top five mistakes managers make in the hiring process.

• Manager misses important information during the interview.
• Manager misinterprets responses.
• Manager allows bias and stereotypes to influence the process.
• Manager makes the decision too quickly.
• Manager loses control of the interview.

Time Span and Hiring Talent is the next Subject Area in Working Leadership Online. We have a couple of scholarships left for that series (starts next Monday, Oct 4), but we are going to close those out today. If you would like one, please reply to Ask Tom.

From the Ask Tom mailbag:

Question:
If the first managerial authority (according to Elliott Jaques) is Team Member Selection, and we are evaluating a manager’s effectiveness in this area, how will we know?

Response:
Indeed. Can you spot positive managerial behavior? Negative managerial behavior? What’s the difference when it comes to hiring talent?

I believe hiring a person for a role is much like purchasing a piece of capital equipment. Most often, we do a better job of buying the machine, than we do hiring the person. Could we at least pay as much attention when we are hiring?

If we were going to spend $50,000 on a piece of equipment, what kinds of things would we do?

• Complete current flow chart of production system.
• Modified flow chart of production system including new piece of equipment.
• Create a purchase committee to assist in the elements of the capital purchase.
• Complete needs analysis for new machine in the production system (specifications, capacity, throughput).
• Investigation of possible vendors for the new machine.
• Comparison of machine candidates.
• Research in user experience using machines of this type.
• Creation of specific selection criteria.
• Ranking of selection criteria, absolute criteria, desirable criteria.
• Ranking of machines against selection criteria.
• Reference checking with former and current machine users.
• Machine and vendor selection.
• Negotiation with vendor for purchase price and terms of delivery, installation and warranty.

Do we spend more time and care? Are we more effective at buying a machine than we are at hiring talent?

Working Leadership Online
Our next Subject Area, Time Span and Hiring Talent will be released on Monday, Oct 5. We have ten slots available for scholarships. Participants will gain access to a powerful diagnostic interview to gauge Time Span. There is a short Field Work assignment and then a feedback session. If you would like to participate, please reply to Ask Tom.

I got this question a couple of weeks ago from Michelle Malay Carter at Mission Minded Management. She accurately describes a challenge in applying the research of Elliott Jaques, specifically Time Span to role descriptions.

Question:
What I see is managers are able to look at a description of the nature of each work level and state what level they believe a role falls within, and their description sounds legitimate to me. However, when we try to align that with time span by asking them to articulate a longest task (a what by when), the length of the time span does not align with the described level of work. (Time span plots the role in a lower work level.)

Response:
When managers first create role descriptions, they get all wound up trying to determine what level (Stratum) the role is in. When prompted to describe the longest task assignment in the role, the task often falls short.

Elliott’s experience is that managers often fail to recognize what is really required for success in the role. Their descriptions fall to the observable mechanics of the task and fail to recognize the one element that drives Time Span. The “what by when” refers to the goal. Whenever I have difficulty determining the Time Span of a task, I always go back to the goal. The goal will lead you to a more accurate assessment of the Time Span required.

Example. What is the Time Span of the task in hiring a person to work our customer service counter? The observable mechanics dictate that I create a job description, job posting, conduct interviews and make a selection. The Time Span might be described as four weeks. That would be wrong.

Describing the observable mechanics ignores the “what by when,” it ignores the goal. The goal is to do all of the observable things, then have that new recruit complete orientation, training, shadowing, to the point they can work the customer service desk, solo, without assistance. That’s the goal. And that goal will take four months.

Whenever I am lost in the search for Time Span, the goal will lead me to the right place. Most companies underestimate the Time Span required for success in the role. Because they lost sight of the goal.

From the Ask Tom mailbag:

Question:
I’m a production guy who was given a shot at management but was replaced after a year-and-a-half. You had some keen insight and encouragement for me and I really appreciate you offering your valuable time. I’m hoping you’ll be able to help me again.

I’m ready to pursue another management opportunity but I’ve never crafted a resume specifically for a management position. I’ve read that a resume is usually only skimmed over by the person reading it and you only have about 20 seconds to make an impression. So I have two quick questions for you sir:

1. Do you agree with that 20 second rule?
2. Are there any suggestions you could offer to help me craft the best resume possible?

Response:
Congratulations on your freedom and decision to continue to pursue a management position.

No, I do not agree with the twenty second rule. I think it takes at least thirty seconds to make a good decision about a person 🙂

Seriously, first impressions are important, but not the inflection point for a positive decision, though a negative first impression could be difficult to overcome.

So, for first impressions, I would focus on the non-verbal parts of the contact.
1. Show up on time (thirty minutes early is better than one minute late).
2. Dress one or two levels above the standard dress for the company.
3. Be cordial and smile.

Now, on to the resume.

As you write short descriptions of your work history, focus on those things that relate to the role of a supervisor and the role of a manager.

Supervisory roles – make sure production (product assembly or service delivery) gets done. This is NOT doing production. This is making sure production happens, using schedules, checklists and meetings. The number of people involved and the time span of the production process are important.

Management roles – create, monitor and improve systems. This is NOT doing production, but determining the sequence in which production is done. If there is a problem, the question the manager asks is not “why was there a problem?” but “why didn’t our system detect the problem?” This would include work flow, material procurement, order flow, inventory management, service dispatch, the list goes on. Think system, using work schematics, flow charts, org charts and planning. The number of people involved and the time span of the system cycle are important.

So, take your work history and describe those aspects that align with both supervisory and management roles.

Best of luck in your search. -TF