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Over the course of the last three weeks, we have laid out a model for managing the portfolio of job opportunities an organization produces similar to that used by organizations to manage their product/service portfolio.   This model repositions the employment opportunity as a product, one that can be defined, …

It happens to each of us nearly every day. We read something, act on the information, and find out later that the information we acted on deceived us in some way. An advertisement for a sandwich from a quick-service restaurant features a plump, juicy, perfectly grilled chicken breast stacked on …

Last week we introduced the concept of an employment product manager, an individual who would oversee the development and positioning of employment opportunities using approaches similar to those used by product managers in a products company. This week we will turn our attention to the development of a prototype job …

In the high stakes game of procuring the world’s best talent, organizations are increasingly realizing that positioning one’s self correctly in the labor market is essential to even being considered as a viable employer. While 10 years ago candidates may have trusted what employers had to say, today top talent …

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 …

In previous articles, I highlighted what’s wrong with interviews, some alternatives to supplement interviews, and pre-planning steps to improve the customer experience. In this part, I’ll provide some suggestions on changing the timing and the content of interviews, both of which can increase the number of top performers who will …

To improve upon the generally weak results obtained from traditional interviews, consider the suggestions presented here, which revolve around interview planning, preparation, and adding structure to what often is a free-form process. If you don’t like structure, remember that there is plenty of data to support the fact that structure …

Most selection processes cannot accurately predict probability of performance. In most cases, the process relies solely upon three basic elements, and each is a poor predictor of performance. In my previous article series, entitled What’s Wrong With Interviews, I outlined dozens of things wrong with the way most firms approach …

Last week I started this series by asking why organizations continue to use interviews as the primary means of assessment, given that they stink as a predictive indicator of performance and nearly every person involved hates them. The response to Part 1 was largely supportive, while a few comments supported …

I’ve always been curious as to why everyone continues to use interviews as a primary means of assessing candidates. Managers don’t like to do them, candidates literally hate them, and as a predictive indicator of performance, they stink! “Interviews are a terrible predictor of performance.”   That quote isn’t an …