If you’re getting low quality hires, it’s time to realize that the blind and uneducated use of resumes may be a main contributing factor (note that earlier this year I completed a similar analysis on interviews, the second major contributor to low quality hires). Resumes are the currency of recruiting. …
Read More »Screening & Assessment
Leading-edge Candidate Screening, Interviewing, and Assessment Practices
Candidate selection and assessment is one of the most conservative processes in all of talent management. Many think the topic is not worth a detailed examination, but a weak assessment or interview process can be the primary cause for not hiring top candidates. For decades, the majority of firms have …
Read More »The Top 30 Problems With Assessing Organizational Fit – And How It Can Hurt Your Firm
What could be simpler than assessing "the fit" of a candidate?
Read More »What’s Wrong With Reference Checking? Pretty Much Everything (Parts 1 & 2)
Employment reference checking and background screening should win recognition as the weakest of all corporate HR processes. A validity meta-analysis study conducted by Aamodt & Williams in 2005 found that the corrected validity coefficient for reference recommendations and actual job performance was a staggeringly low .29. Despite the facts, 96% of …
Read More »Game-changing: Financial Analysts Begin Assessing Talent Management Effectiveness
With access to and leverage of talent playing a more critical role in an organization’s ability to succeed than ever before, it should come as no surprise that the financial analyst community would start evaluating talent management capability when rating organizations. The fact that analysts historically haven’t paid much attention …
Read More »Think Piece: The Only Competency That Will Matter Is Continuous Learning
Characterizing the Last 20 Years While the adoption of technology has certainly been a major driver of change, there are ultimately four characteristics that define the business environment of the last two decades. Those characteristics are: Continuous churn — frequent cycles of both rapid economic growth and contraction that forced …
Read More »Improving Interviews: Educating Managers and Assessing Alternative Competencies (Part 4 of 4)
If you want to avoid many of the interview errors that have been outlined in the previous three installments in this series, it’s important that you take the time to educate managers about interviewing. I’m not talking about a day-long training session; instead, use a reminder sheet, e-mail, or website …
Read More »Google Continues to Innovate in Recruiting and Candidate Assessment
There’s no doubt about it: Google is one of the most innovative recruiting organizations on the planet. I’ve written in the past about some of their world-class practices, but in light of recent innovations and global news interest, an update is in order. In less than nine years, Google has …
Read More »Improving Interviews: Innovative Tools For Selecting “A Players” Every Time
Interviews Stink as Selection Devices Everyone conducts interviews; it is an established part of business culture and nothing is going to change that. Applicants expect interviews as do recruiters and managers. Unfortunately, the extensive use of a tool does not make that tool and accurate one. There are literally dozens …
Read More »Using a Pre-Interview Questionnaire to Improve Your Screening Process
Resumes Can Easily Mislead The resume is a commonly used source of information. Unfortunately, the candidate's resume omits any negative information because, by design, all information contained in a resume is self-reported. In addition, because there is no standardized resume format, candidates can, willingly or unwillingly, leave out key information …
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