Your Progress

How many people working for you shouldn’t even have been hired?  How many good ones got away?  History does repeat itself!

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After more than 20 years of placing middle managers and senior executive in all kinds of positions and with all types of companies, we’ve probably seen every type of hiring mistake.  Over and over again.  A few stand out as classics. 

 

The Nervous but Capable Candidate:  “Against my loudest protestations, my good friend Chris didn’t hire Sam for the financial manager’s spot at a prestigious entertainment company.  Sam was nervous in the interview.  Ten years later, Sam is a top-performing, senior executive at a rival company.”

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Too Brash:  “The president at an Inc. 100 fast-growing company tried to do everything he could to kill a director of marketing deal because the candidate seemed a little brash.  Luckily, the president was overruled by his staff.  This candidate is now the division president, and the company has doubled its size.”

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The Poser:  “I was proud to place an articulate, intelligent, and well-read executive from my client’s major rival.  To my dismay, within a few years half his staff had quit and the company performance was declining.” 

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Do these sound familiar?  Most of the time, we make bad hiring decision because we decide too soon, we’re too emotional, we don’t know what where’ looking for, or we don’t know what questions to ask.  Even with lots of interviews, you’ll still never have all the information you need to be certain you have made the right decision. 

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It doesn’t take a lot of questions to conduct a great Performance-based Interview.  Past performance is still the best predictor of future performance and must be bench marked during the interview. 

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Great Interviewers know that the interview isn’t just about getting information, it’s about recruiting and closing and creating value in the job – all while getting insights into what a candidate has done.  A Performance-based Interview provides the framework needed to accomplish all of the key objectives of the interview.  A great Interview must:

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1. Focus on Accomplishments most relevant to success in the role

2.  Control Emotions.  Hint (We’re prewired to make snap decision about people based on very little information (First Impressions must be controlled.)

3.  Validate an achiever pattern – the best predictor of top 25%.

4.   Discuss real live problems that the person will be required to solve on the job.

 

TAKE ACTION:

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1. Objectively observe 3 Face-to-face interviews at your company.  Note what you hear and what you learned?

2.  Note the questions that are asked and not asked?  Did the interviewers you observed truly uncover past performance?

3.  Take the Performance-based Hiring course to get access to the interview and scorecard tools you need to hire the best.

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REALLY TAKE ACTION:

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If you want somebody to guide you through the process of revolutionizing your hiring process to get results, take action today.

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You can go to bed tonight knowing you took the first serious step in hiring the talent you need to succeed.  Don’t wake up tomorrow with the same headache. If you keep throwing money at recruiting without changing your process, you’ll never get the right talent you need to succeed and thrive.  It will never work!